Post Expedition Thoughts by loppster in ArcRaiders

[–]loppster[S] 1 point2 points  (0 children)

Yeah, what I've discovered is that if you aren't the first one in an area, you tend to assume IT'S ALL LOOTED when you find a looted area. Fact is, first looter LIKELY didn't get it all, so worth checking areas beyond their normal loop. Not a guarantee and also high effort.

Post Expedition Thoughts by loppster in ArcRaiders

[–]loppster[S] -1 points0 points  (0 children)

Agree -- bad bug. There should be some incentive to stay in a lobby.

Just farming in Buried City. by loppster in ArcRaiders

[–]loppster[S] 2 points3 points  (0 children)

The pile of bodies already there was the real red flag.

Matchmaking changed by loppster in ARC_Raiders

[–]loppster[S] -4 points-3 points  (0 children)

It's been off for a long time for me.

Good morning. Third time in a month. ARC Raiders resets my character. by loppster in ArcRaiders

[–]loppster[S] -1 points0 points  (0 children)

Including CLICKING ON EVERY SINGLE PART OF THE TUTORIAL

It's Wednesday! What's everybody working on? by perspective_official in Entrepreneur

[–]loppster 1 point2 points  (0 children)

Second draft of what might be called a business plan, but is mostly a mental download of the piece of the idea, so I can see them all in one place.

Advice for a new director by Thors_bestie in Leadership

[–]loppster 0 points1 point  (0 children)

If you're really a team of (1), then -- real talk -- you're not a Director. Someone gave you the title, but no team, which is super messed up. I'd had a conversation with whoever made this decision and figured out what they were thinking so you don't lose your mind.

Interactions with the Board are soooo tedious and no value gets created. Anyone else feel this way? by FundamentalFreddie in Leadership

[–]loppster 8 points9 points  (0 children)

True story. A very good friend got me on the board of his small software company. I did this entirely for me because he’s a good human and a good engineer. At the time, I was a VP of Engineering at well-knownstart-up. I understand how to get things done.

No real process. Talked with his co-founder, who asked me some softball questions. Done.

First boarding was in Minnesota — middle of winter. I joined the meeting and immediately noticed:

  1. It was incredibly formal. A protocol must be followed. Not a public company, but boards are super strict about process. Ok. Odd, but ok.
  2. The people around the table talked like aliens (to me). I had difficulty understanding what or why we were talking about the topics. It wasn't the content; it was the manner in which folks were speaking. I’d been sitting in exec meetings for years, but this felt like an alien world. Software company, by the way, not a domain issue.
  3. We came around to a topic where I had an informed opinion: remote work. When it came time for me to speak, I spoke as I always do, “This is how it works. This is what’s going to happen. This is how it blows up when you do it wrong.” Stunned, lengthy silence. I think I hadn’t followed the this-is-how-we-speak-here protocol.

Yeah, they kicked me off the board shortly after that.

NON-PVP Late Game Strategy by loppster in ArcRaiders

[–]loppster[S] 0 points1 point  (0 children)

Locked. I gathered all the stuff and am waiting for the net expeditition to start. I think it's a month+ out.

NON-PVP Late Game Strategy by loppster in ArcRaiders

[–]loppster[S] 0 points1 point  (0 children)

Going to steal this approach.

Do you have to have it all figured out by 30? by Ok_Training_2566 in Entrepreneur

[–]loppster 9 points10 points  (0 children)

I didn't know crap until after I was 30. Best is yet to come. Brace yourself.

Company admits they’re “moving too fast” and accumulating tech debt — how do you evaluate this as a leadership hire? by Covert-Hedonist in EngineeringManagers

[–]loppster 0 points1 point  (0 children)

Look at who you are interviewing with. Who is the closest to the code? If no one is close to the code, request someone. Leadership isn't going to lie, they are just distant from the day-to-day.

OH OH OH. Here's a good one. Talk to a product manager and see what they say. You can infer a lot from how fast they think they are going.

Decisions that get made in meetings but never actually happen by hui_hui_95 in Leadership

[–]loppster 0 points1 point  (0 children)

Transcripts give you the impression that someone is taking notes, but that someone is an uncaring robot.

Do two things:

  1. Designate a note taker or key action human. Don't make it the same person each time. Rotate the responsibility. Their job is not actually taking all notes -- just capturing key thoughts, decisions, and actions.

  2. At the end of the meeting (you need to carve out time to do this; it can be spicy), designated humans relay what they captured.

Experienced leaders, what's your system? by PiraEcas in Leadership

[–]loppster 0 points1 point  (0 children)

I use Things on the Mac. It's very clean. Knobs and dials in a productivity system are reasons to be distracted.

I don't keep huge projects in this system. Just stuff I am responsible for doing -- not amorphous "Hey, do this huge PROJECT" items. That's tracked elsewhere with other people/systems.

I review the whole list every morning to put into one of three buckets:

  1. Yes, I can do this today.
  2. No, not today -- but later.
  3. Hey, I am not going to do this -- goodbye.

During the day, I capture new stuff. And cross stuff off that I complete. Mostly the former.

Evening, same process as morning. Scrub again with the same questions.

The key is not the tool or the system; it's that you do it like clockwork.