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Is it ok, as a man, to cry while reading that article?
Asking for a friend 
“That which can be asserted without evidence, can be dismissed without evidence.”
― Christopher Hitchens
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Quote: Artificial Intelligence For CEOs
That's dropping the level even lower than "AI for dummies"  
M.D.V. 
If something has a solution... Why do we have to worry about?. If it has no solution... For what reason do we have to worry about?
Help me to understand what I'm saying, and I'll explain it better to you
Rating helpful answers is nice, but saying thanks can be even nicer.
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The editor of Visual Studio Magazine couldn't. Looks like there's a major one missing from their list
Posted mostly as a reminder to view those "Interview question" websites with a few grains of salt
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It's time to open up command line and celebrate the 30th birthday of Windows 3.1. To celebrate, maybe spring for a new computer?
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I was there Gandalf... My first OS was DOS 4.0. Granted, I started tinkering at a possibly unhealthy age, but still.
GCS/GE d--(d) s-/+ a C+++ U+++ P-- L+@ E-- W+++ N+ o+ K- w+++ O? M-- V? PS+ PE Y+ PGP t+ 5? X R+++ tv-- b+(+++) DI+++ D++ G e++ h--- r+++ y+++* Weapons extension: ma- k++ F+2 X
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Newbie. My first PC O/S was DOS 2 1.
(And there are a few here who've been programming much longer.)
Freedom is the freedom to say that two plus two make four. If that is granted, all else follows.
-- 6079 Smith W.
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So if I'm Elrond I'm speaking to a whole host of Galadriels
GCS/GE d--(d) s-/+ a C+++ U+++ P-- L+@ E-- W+++ N+ o+ K- w+++ O? M-- V? PS+ PE Y+ PGP t+ 5? X R+++ tv-- b+(+++) DI+++ D++ G e++ h--- r+++ y+++* Weapons extension: ma- k++ F+2 X
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coco basic here.
For any youngsters in the audience, think your python, etc REPL except with basic instead of python; and it was your OS not just a development environment. And if you wanted to do anything fancier than running code one entered line a time instead of opening up a text editor of some sort you had to give each line of code an explicit number as you entered it.
Did you ever see history portrayed as an old man with a wise brow and pulseless heart, weighing all things in the balance of reason?
Is not rather the genius of history like an eternal, imploring maiden, full of fire, with a burning heart and flaming soul, humanly warm and humanly beautiful?
--Zachris Topelius
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My first OS was TRS-DOS, or whatever the first TRS-80 ran on.
If you think 'goto' is evil, try writing an Assembly program without JMP.
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I suppose it's time to upgrade.
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The existence of secure cryptography depends on one of the oldest questions in computational complexity. "Is it safe?"
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Kent Sharkey wrote: "Is it safe?"
It worked in my computer...
M.D.V.
If something has a solution... Why do we have to worry about?. If it has no solution... For what reason do we have to worry about?
Help me to understand what I'm saying, and I'll explain it better to you
Rating helpful answers is nice, but saying thanks can be even nicer.
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One of the developer journeys I have focused on at Microsoft includes the diagnostics and debugging flow that typically start in a production environment. Because sometimes Console.WriteLine() just isn't enough
Hard to believe, I know.
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DALL-E 2 turns a text prompt into a surprisingly accurate image. "Where is the real? All appearance are deceitful, the visible surface is deceptive."
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For some customers, the data leaked includes portfolio holdings, value and trading activity Never mind the hackers, fear the employees
And for those wondering, "Who?", this is the company formerly known as Square.
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Atlassian today unveiled Compass, a new tool to help software teams keep track of all of the microservices they built and consume inside their organization. Houston, we have a deployment
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Despite the rapid evolution and constant change being seen in the software development industry, one thing has remained constant: the necessity for strong and capable leadership. "If your actions inspire others to dream more, learn more, do more and become more, you are a leader."
edit: fixed title
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But better as second baseman.
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In my experience:
1) Make decisions when the team is at an empasse;
2) Own your decisions if and when the management comes down complaining;
3) Don't ask your team something you wouldn't do yourself.
GCS/GE d--(d) s-/+ a C+++ U+++ P-- L+@ E-- W+++ N+ o+ K- w+++ O? M-- V? PS+ PE Y+ PGP t+ 5? X R+++ tv-- b+(+++) DI+++ D++ G e++ h--- r+++ y+++* Weapons extension: ma- k++ F+2 X
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A good team
The less you need, the more you have.
Even a blind squirrel gets a nut...occasionally.
JaxCoder.com
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What I'm not going to waste time on is virtue signaling or the ridiculous idea that diversity in skin race/gender/orientation has a thing to do with building a successful team. The whole idea that someone's race/gender/orientation brings value to the team is exclusionary and divisive.
I've worked for women and I've hired women and they were in their jobs because they were excellent.
Make excellence your goal ignoring all other factors and you'll succeed.
Leave the race/gender/orientation statisticians to play their irrelevant games.
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Faith in your team members. I was the team lead for a group called Area51 because what we did was a secret. And because of the nature of this group we were always understaffed. Management came to me and said that he had a guy that none of the other teams wanted and could I use the help. Of course I could. He then said you should know why the other teams did not want him. I said I didn't want to know, that was between him and them.
So he reports to me, I told him where his office was and when he was settled in, came back and I'll tell hin his job. When he came back I told him. He seemed a little overwhelmed. He asked how he was to do that. I said if I knew I wouldn't need him. Go research it and come back with some options. I knew how to do it, but I wanted him invested in it. He came back with some interesting approaches. We talked about the pros/cons of each approach. Then he said which one would I take. I said that was not relevant, I wasn't going to do it, he was. Go decide which one and put together a plan and schedule. When he came back he had chosen the one I would have, the one most likely to succeed. His schedule was a little optimistic - as usual with engineers. So I said he needed to add a little time for things that don't go right and I said have at it. If you have problems let's talk about them sooner than later.
Well he delivered - on his optimistic schedule. I praised him for that in staff mtg. In private he asked if I knew about his previous problems with the other teams. I said I knew he had them but I didn't know what they were, they were not my business - unless he wanted to tell me. He then asked if he knew why he kept to the optimistic schedule. Without waiting for an answer he said because you had faith in me and I wanted to earn that. I wanted to prove that it was not misplaced.
Treat a man as he is and he will remain so, treat a man as you want him to be and that is what he'll become.
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This is a glorious tale, thank you for sharing it! (and well done)
TTFN - Kent
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There was a company policy to order dinner for everyone working after 7:30. I was doing a very key part, complicated and tricky. So in order to maintain a train of though, I had worked about 12 hours that day when they came around to take my dinner order. It was another team lead. He said this is great, he took a dinner order for evry member of his team. I said it is greater that every one of my team members are at home eating dinner with their family and they will all be in early tomorrow morning refreshed are raring to go and will have done more before your team arrives than most do all day.
My team always over delivered in under time while the rest of the company under delivered in over time.
My reward for that was I was replaced and let go. Most of the team members left the company soon after.
The CFO was so angry with management that he forced them to compensate me for letting me go. They put me on a $1000/month retainer until they sold the company and all my stock options payed off.
Failure is rewarded, success is punished. I coined that while working for Novell for 10 and 1/2 years. Which was 10 years too many.
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A long article that never mentioned one important behavior in a leader: shielding the team from external nonsense, like corporate politics or customers who call developers.
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