Candost's Blog

Candost's Blog

Candost

I used to think that reading would make me wise. One day, ten pages before finishing a book, I realized that I had read that same book before. At that point, my perspective on reading and, therefore, my life had changed. Now, I don’t care how many books I read; I take many notes, connect dots, and share what I’ve found on my blog and newsletter. I’m interested in many things at the same time (I’m a multipotentialite). On this blog, you’ll find me talking to about multiple aspects of life like leadership, software engineering, philosophy, psychology, software architecture & design, urban & industrial design, exercising, finance, Formula1 Racing, eating healthy, and many more. I’m a software engineering manager; that’s my current job. At home, I’m a writer and an avid reader. I rarely watch TV, movies or TV series. I don’t have any social media account (except Mastodon where I have automated posting of my new articles). Hence, I often miss the popular culture references in conversations. That’s alright. I don’t have FOMO; I embrace JOMO. I rarely read fictional books.

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The most convincing code review happens in four steps. First, make it obvious: explain in a very detailed form. Don't just say, please change X to Y. Explain the why so the change should be very obvious. Second, make it attractive:...
In the cross-cultural communication scale (low- and high-context), which two communication styles have more conflicts and problems in communication? Two high-context cultures: Both high-context cultures try to read the air from their own...
You shouldn't assume things. For example, when you are not sure about someone's religion, you shouldn't even try celebrating the religious days of their religion. Assuming is one of the worst strategies in cross-cultural communication....
Would you be open to hearing some feedback? How do you want to receive feedback? Written? Verbal? In private? In public? The above phrase is one of the first questions I ask my direct reports. It's also one of the questions I ask anyone...
The feedback has its meaning when it's timely. Positive feedback usually feels like a pat on the shoulder, and we usually think that we can do it at any time. However, positive reinforcement works better when it's delivered right after...
There are many reasons why we must write: Writing is thinking. It shapes thoughts. We learn fresh ideas when we write them. Whatever we read, watch, and listen to is not ours. We internalize them by writing them in complete sentences....
Obnoxious Aggression occurs when you give feedback without personally caring about the person. Feedback goes out as pure, non-constructive criticism. It becomes a slap in the face, and you become an asshole boss who stabs people while...
In manipulative insincerity, you give feedback to others without personally caring and without challenging them directly. So, you give feedback for the sake of giving feedback. You tell another person what they want to hear instead of...
When we give feedback to each other, we sometimes get stuck in the feedback. I once had a direct report asking me to give feedback in their first month on the team. I focused on giving something as feedback. When we focus on delivering...
A blame absorber is a person who takes all responsibility and leaves no responsibility to others. They absorb all responsibilities even if they have nothing to do with it. They don't count the external factors. We know these people who...
When I started thinking about my feedback and how can I give it in the Radical Candor framework, my feedback already improved because I had to think about challenging people and caring about them. I realized that I already care about...
People have different motivation drivers. However, when we form teams, they are motivated by team goals. Individual goals follow behind the team goals. Without an aim for the team to go, they cannot feel successful. No one wants to be in...
How can we validate objections to make faster decisions that are "safe to try?" Give everyone a chance to object to the decision by asking "Does anyone have evidence why trying this proposal would cause immediate harm? If so, please...
When an authoritative figure (like a CEO or manager at work) gives feedback, the feedback usually has more weight. People often carefully listen. This situation creates a fallacy for leaders: when they give feedback, they expect that...
How to make a career decision? Ask yourself and answer truly: Do you imagine yourself in five years still coding the same thing or coding at least? Related Note(s): 8a: Making the decision between management or IC Leadership; Reply via...

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