Yeah, I did a scraping project a while back where I wanted to look back at historical snapshots. Getting the info out of Internet Archive was surprisingly difficult. I ended up using https://pypi.org/project/pywaybackup/, which helped quite a bit.
Seems cool! But for privacy reasons I prefer to do the recording locally and send the file myself. I've been using the extension https://cursorful.com/ (only for Chrome), which doesn't upload the video to the cloud, it just does everything locally, and the free tier features are enough for me.
>I think one thing that needs to be understood better is the concept of "burnout".
I can explain it pretty well.
You can classify pretty much all jobs into 2 categories - map lookups and reasoning.
A map lookup job is something where you learn to associate a specific problem with a solution. Most jobs are like this. You go work in construction, its pretty much map lookup - supervisor tells you to go prep the concrete, you know the procedure to do it, you go do it. Even high end jobs like VPs are often map lookups, you aren't really thinking about solving any problems, just following the standard procedure of what works and are essentially relying on the actual work of lower ranked people to give you data.
Reasoning jobs are those where you don't have the solution for a particular problem in memory, so you figure it out. For example, business strategy, despite being non technical, is a reasoning problem - there are a lot of variables you have to consider, and success in this regard often involves things like figuring out what you have to do, which is a separate task than actually doing it.
Software engineering is interesting because it can be both. Setting up standard service stacks is often a map lookup job. The interviews themselves test on map lookup really, as most of the problems fall within the scope of pointer manipulation or n-linked lists, with memorizing specific hard ones in case you get asked those. But fundamentally, software development is a reasoning type job.
The burnout happens when someone in software engineering is good at map lookup, but is actually needed to do reasoning, and has no education or training on how to do the latter. For example, I worked at Amazon. Id estimate that if I asked a random sample of 100 engineers to give me http traffic from a service, 1 out of 100 of them would know how to do it, and only about 10 or so would be able to actually go figure it out on their own.
This is why people who are good at reasoning can really do any job well. If you take a software engineer who is extremely competent and can build complex solutions, and make them in charge of optimizing things like delivery, shipping and warehouse storage, or finance management of a company (excluding the emotional response to those jobs), they would be able to do it well.
Whereas people who are good at map lookups tend to be only good at certain jobs in certain quantities.
This is a great post and so spot on. At some point in my career my 'review prep' (which was the time I spent working on my own evaluation of my year at a company) became answering the question, "Do I still want to work here?" I categorize my 'review' in four sections (which are each rated at one of five levels, needs improvement, sometimes meets expectations, meets expectations, sometimes exceeds expectations, or consistently exceeds expectations)
I start by reviewing how I'm being managed, I expect someone managing me to be clear in their expectations of my work product, provide resources when I have identified the need to complete jobs, can clearly articulate the problem I am expected to be solving, and can clearly articulate the criteria by which the solution will be evaluated.
Second I review my co-workers, using a three axis evaluation, can I trust what they say to be accurate/honest, can I count on them to meet their commitments, and are they willing to teach me when I don't understand something and conversely learn when their is something they do not know.
Third I review what level of support do I get to do my job. Am I provided with a workspace where I can get work done? Do have have the equipment I need to do what is being asked? Is my commute conducive to the hours required? And finally and most important, does this job allow me to balance work obligations and non-work obligations?
Fourth I review whether or not the company mission, ethics, and culture is still one that I wish to be a part of. Am I proud of the company's mission? Do I believe that the leadership will make ethical calls even if doing so would mean less profit margin? Can I relate to and am I compatible with the values that my co-workers espouse and the actions they take? (this is the "company culture" theme, is it still a company that fits me culturally)
A company that receives lower than a 3.0 rating I put on a 90 day "company improvement plan" (CIP). I bring issues to the leadership who are in a position to address the situations that I've found wanting and try to secure their commitment to change. If after 90 days they haven't been able to (if they choose not to they're done right away), then I "fire" the company and work to process my exit as expeditiously as possible.
The arrs are sweet. Plex serves media. Prowlarr maintains a list of torrent sites to use. Radarr for movies, sonarr for tv, and lidarr for music monitor things and auto download, move, rename, etc., and are tied into prowlarr for where to get them. Some examples, every new Minions movie or every new episode of The Witcher or every new album from IVE you can have auto download once available and get moved to the correct Plex library folder with the correct filename, and you can set up metadata requirements like size, bitrate, etc. for those the downloads. Overseerr has a slick ui for discovering media and requesting downloads; you can have it set up to use plex accounts where you or other users logged in with their plex account can request something, and it reaches out to the correct arr for that to do its thing according to the *arr settings for that media.
What's everything is set up, imagine a Netflix where you can also request something not available and get that added in the time it takes to download in the exact resolution, language, subs, etc., that you want with no more than a search and a click.
I've scrabbled together a pot roast recipe I follow loosely that gets praised every time I make it. I get a chuck roast (or something similar), evenly coat in salt and pepper to taste, saute it in the insta pot(about 6-7 minutes each side to brown it), deglaze with red wine vinegar, then put in half a small package of carrots and little red potatoes(onions can be added but nobody likes them here). I also add 2-3 pepperoncinis on this bottom layer, then I put the roast back in, put the rest of the carrots/potatoes/another couple of pepperoncinis on top and around. Then I add a cup of water and beef bullion, and set the pressure cook feature to around 1 hour 10 minutes or so. I use the keep-warm mode and while it's ready to go once the main pressure is done, it just gets better over time (and you can do it before leaving for work and come home to lunch or supper already waiting). I'm really lazy when it comes to cooking, but this has been easy, fast and delicious (plus leftovers!).
An even easier thing is shredded BBQ chicken. They can even be frozen and it's done in an hour. Would write the recipe but leaving for lunch now.
- https://news.ycombinator.com/item?id=24972611 (about consulting and clients, but you can abstract that as "stakeholders", and understanding the problem your "client", who can be your manager, has.)
- https://news.ycombinator.com/item?id=24209518 (on taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable).
- https://news.ycombinator.com/item?id=21427886 (template for taking minutes of meetings to dispatch to the team. Notes are in GitHub/GitLab so the team can access them, especially if they haven't attended).
- https://news.ycombinator.com/item?id=26123017 (fractal communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets)
- https://news.ycombinator.com/item?id=26179539 (remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align)
