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Fundamentals of Data Engineering: Plan and Build Robust Data Systems - Joe Reis & Matt Housley

Sun, 04 Oct 2026 00:00:00 +0000

About the book

Personal Summary

Context: I started reading this book when i have zero experience as a data engineer. This book focuses on high level of abstraction, not the daily operations with real world examples or applications and lacks the mention of cloud-based solutions as they have mentioned in the Preface.
The most useful take-away is the chart in chapter 1 about The Data Engineering Lifecycle

Part I. Foundation and Building Blocks

Chapter 1: Data Engineering Described

The Data Engineering Lifecycle

When: The Scientific Secrets of Perfect Timing - Daniel H. Pink

Sat, 14 Feb 2026 00:00:00 +0000

About the book

Personal Summary

Find your chronotype (lark, third bird, or owl) and schedule your most important work for the time of day when you’re most alert. For example, if you’re a larkish lawyer drafting a brief, do your research and writing fairly early in the morning. If you’re an owlish software engineer, shift your less essential tasks to the morning and begin your most important ones in the late afternoon and into the evening.
Beginnings, endings, and in midpoints: keep your motivation high at different times for different reasons. For example, the beginning of a project is a great time to boost motivation by connecting the work to a higher purpose. The end of a project is a great time to boost motivation by celebrating small wins. And the midpoint of a project is a great time to boost motivation by reminding yourself of the progress you’ve made and the potential for future success.

PART ONE. THE DAY
- 1. The Hidden Pattern of Everyday Life
- 2. Afternoons and Coffee Spoons
PART TWO. BEGINNINGS, ENDINGS, AND IN BETWEEN
PART THREE. SYNCING AND THINKING
- 6. Syncing Fast and Slow

PART ONE. THE DAY

1. The Hidden Pattern of Everyday Life

How To Figure Out Your Daily When

First, determine your chronotype, by answering these 3 questions:

What tine do you usually go to sleep?

What tine do you usually wake up?

What is the middle of those 2 times (mid point of sleep)?

Second, determine what you need to do. Does it involve heads-down analysis or head-in-the-sky insight? (Of course, not all tasks divide cleanly along the analysis-insight axis, so just make the call.)
Are you trying to make an impression on others in a job interview, knowing that most of your interviewers are likely to be in a better mood in the morning? Or are you trying to make a decision (whether you should take the job you’ve just been offered), in which case your own chronotype should govern?

Third, look at this chart to figure out the optimal time of day:

Your Daily When Chart

Actionable Gamification: Beyond Points, Badges and Leaderboards - Yu-Kai Chou

Sun, 01 Feb 2026 00:00:00 +0000

About the book

Personal Summary

Read Chapter 3, understand the Octalysis Framework with 8 Core Drives, Left & Right Brain Core Drives, White & Black Hat Core Drives
Read Chapter 17: Designing a project from scratch with Octalysis for the steps to follow in an project
Refer to this sheet Game Techniques or each chapter’s Game Techniques sections

Chapter 1: When the Surreal Blends into our World
Chapter 2: The PBL Fallacy
- An Obsession with Grunt Work
- The Story of the Good Designer vs. Bad Designer
Chapter 3: The Octalysis Framework
Chapter 4: Putting Gamification in its Place
Chapter 5: The First Core Drive – Epic Meaning & Calling
- Game Techniques within Epic Meaning & Calling
Chapter 6: The Second Core Drive – Development & Accomplishment
Chapter 7: The Third Core Drive – Empowerment of Creativity & Feedback
Chapter 8: The Fourth Core Drive - Ownership & Possession
Chapter 9: The Fifth Core Drive - Social Influence & Relatedness
Chapter 10: The Sixth Core Drive: Scarcity & Impatience
Chapter 11: The Seventh Core Drive Unpredictability & Curiosity
Chapter 12: The Eighth Core Drive - Loss & Avoidance
- Ultimate Loss vs Executable Loss
- Game Techniques within Loss & Avoidance
Chapter 13: Left Brain vs Right Brain Core Drives
Chapter 14: The Mysteries of White Hat and Black Hat Gamification
Chapter 15: Understanding Other Gamification and Behavioral Frameworks with Octalysis
Chapter 16: Level I Octalysis in Action
- Octalysis Review of Facebook
- The Score is a Smoke Screen
Chapter 17: Designing a project from scratch with Octalysis

Chapter 1: When the Surreal Blends into our World

Why Gamification?

Coonradt addressed the question, “Why would people pay for the privilege of working harder at their chosen sport or recreational pursuit than they would work at a job where they were being paid?” He then boiled it down to five conclusions that led to hobbies being more preferable to work.

Hooked: How to Build Habit-Forming Products - Nir Eyal

Sun, 11 Jan 2026 00:00:00 +0000

About the book

Personal Summary

Read Introduction, understand The Hook Model and its components: External Trigger > Action > Variable Rewards > Investment > Internal Trigger > Repeat
Read 6. What Are You Going to Do with This?, understand and decide between The Facilitator, Peddler, Entertainer & Dealer

Introduction
1. The Habit Zone
2. Trigger
3. Action
4. Variable Reward
5. Investment
6. What Are You Going to Do with This?
- The Morality of Manipulation
8. Habit Testing and Where to Look for Habit-Forming Opportunities

Introduction

95% of smartphone owners check their device within 15 minutes of waking up every morning. Perhaps more startling, fully 1/3 of Americans say they would rather give up sex than lose their cell phones.

Energy + Motivation (HBR Emotional Intelligence Series)

Sat, 20 Dec 2025 00:00:00 +0000

About the book

1. The Power of Progress

Of all the things that can drive people in their work and make them feel good about it, the single most important is simply making progress on work that they find meaningful. That’s the progress principle.

Unfortunately with all kinds of work events, negative is stronger than positive. It’s particularly important to avoid the minor hassles that can derail people’s work during the every workday.

Dealing with Difficult People (HBR Emotional Intelligence Series)

Mon, 24 Nov 2025 00:00:00 +0000

About the book

1. To Resolve a Conflict, First Decide: Is It Hot or Cold?

You must ask yourself: is this a ‘hot’ conflict of high emotion and high drama, or a ‘cold’ conflict of deep-seated, structural issues?
When the conflict is ‘hot,’ cooling it down is the priority; rational problem-solving comes later.
For ‘cold’ conflict, the solution often lies in changing the system, not just the individual.

Make time your ally. Don’t rush to act. Unless you’re in danger, take stock of your options. Otherwise you might say or do something you regret.

Determine your goal, and focus on it. Don’t get distracted; stick to what matters.

Avoid name-calling and finger-pointing. Focus on the problem, not the people.

Beware of self-righteousness. Keep an open mind; you may find that you can learn some-thing of value.

Listen to everything, but respond selectively. You don’t have to address every point-just the ones that make a difference.

Take stock before you take sides. Don’t speak-or take any other action-until you’ve really heard the other person out. Don’t leap to conclusions before you have a firm grasp of the situation at hand.

Consider calling in a third party. Someone who is not involved in the conflict may be able to provide vital perspective for both parties.

Allow your adversary to know you. Letting down your guard and letting the other person in may help them understand your point of view.

Check the temperature gauge. If the conflict is still too hot, don’t try to resolve it right away. Agree to come back when things have cooled.

Observe the golden rule. Do unto others as you would have them do unto you. Be polite. Be compassionate. It may inspire your adversary to do the same.

Keep in mind that showing your ability to navigate conflict is one of the primary ways that you

2. Taking the Stress Out of Stressful Conversations

The goal is not to eliminate difficulty, but to handle it.
Under stress, the most important thing to monitor is your own tendency to speak too quickly, too loudly, or too much.
Listen for the underlying interests, not just the stated positions.

Clarity means letting words do the work for us. Avoid euphemisms or talking in circles, and tell people what you mean

Tone is the nonverbal part of delivery in stressful conversations. It is intonation, facial expressions, and conscious and unconscious body language. But a neutral tone is the best place to start when a conversation turns stressful.

Temperate phrasing is the final element. There are lots of different ways to say what you need to say. Some of these phrases are temperate, while others will badly provoke the recipient to dismiss your words and your content.

One of the most common occurrences in stressful conversations is that we all start relying far too much on our intentions. As the mercury in our emotional thermometer rises, we presume that other people automatically understand what we mean.

In all conversations, but especially in stressful ones, we are all responsible for getting across to one another precisely what we want to say.

3. The Secret to Dealing with Difficult People: It’s About You

The most powerful tool we have in dealing with difficult people is our capacity to manage our own emotional response.
The key to changing a difficult interaction is to change your own behavior first.
Before you can influence an interaction, you have to be in control of your own internal state.

Our core emotional need is to feel valued and valuable. When we don’t, it’s deeply unsettling, a challenge to our sense of equilibrium, security, and well-being.

“What are the facts in this situation?” “What’s the story I’m telling myself about those facts?” Making this distinction allows you to stand outside your experience rather than simply reacting to it. “How would I act here at my best?”

Counterintuitively, one of the most powerful ways to reclaim your value, when it feels threatened, is to find a way to appreciate the perspective of the person you feel devalued by. It’s called empathy.

“Regardless of how I feel about what’s happening right now, how can I grow and learn from this experience?”

4. How to Deal with a Mean Colleague

The first rule of thumb is to create distance between yourself and the offender.
A mean colleague’s bad behavior is usually not about you, even when it’s directed at you.
Be professional, brief, and businesslike in all your interactions. Don’t give them fodder.

The first step is to understand what’s causing the behavior.

“We often see powerful people behave aggressively toward less powerful people when their competence is questioned”

“Everybody should have alliances at work - peers and people above and below, who can be your advocates and champions”

Do:

Know that most people act aggressively at work because they feel threatened.

Ask yourself whether you’re being overly sensitive or misinterpreting the situation.

Call out the inappropriate behavior in the moment.

中文

Sat, 19 Apr 2025 00:00:00 +0000

有志者事竟成

HSK 4.4 - SHZ

20260306

1。下周是卡卡的生日，我亲手做好吃的晚餐请她。 2。既然你已经决定了，你不必再说服我了。 3。不是我不想告诉你，而是当时我没有时间给你打电话。 4。不管怎么努力，都很难成功。 5。哪怕所有人都不同意，他也要去伊朗旅行。 6。只要你不放弃，再困难的事情慢慢地就能解决。

20260225

碎米饭是在胡志明市很普通的家常菜，我和很多人整天都喜欢吃。首先，把碎米洗干净，加水，用电饭锅把米饭煮。然后，腌猪排。放鱼露、糖、蒜、胡椒和一点油，腌三十分钟，再用火烤或者煎到金色。然后，煎一个鸡蛋，再准备一些黄瓜。最后，把碎米饭放在盘子里，加上猪排、鸡蛋、黄瓜，再淋一点鱼露汁，就可以吃了。

20260206

七年前，我在泰国学自由潜水。那是我人生中很特别的一段时间。刚开始的时候，我不太会憋气，也很紧张，一下水心就跳得很快，身体也不放松。后来，教练教我慢慢呼吸，让自己安静下来。我每天练习，慢慢地，我可以憋气更久，也越来越冷静。有一次，我潜到大约十米深的地方。那时候我几乎感觉不到浮力，身体好像在空中一样，有一种“零重力”的感觉。四周很安静，只能听到自己的心跳声。那一刻，我一点也不害怕，反而觉得非常自由、非常放松。我好像离开了世界的烦恼，只专心感受海水和自己。下水以后，外面的声音慢慢消失了，世界变得很安静，只能听到自己的呼吸声和心跳声。那次旅行之后,我看过一部电影。电影里说，如果人潜得很深很深，人鱼就会出现，问你要不要跟她们一起走。我想，也许在大海深处，真的有我们不知道的世界。到现在，我还是觉得那是我人生中最平静、最快乐的时刻之一。

这故事主要讲的是父子俩通过爬长城一起成长的过程。最近十几年，他们几乎去过的北京附近的些段长城，这事情不仅是一种运动而且还是一个教育方式。有遇到危险次，父亲差点儿从山上掉下去，幸好儿子及时蜡烛来。后来，第一次父亲听到儿子的说话，决定等到太阳上起来才继续上路。这细节表示角色的变化，同时也象征儿子的成熟。我认为，长大在一瞬间发生，但通过形成

20260204

1。小时候父母不太宠爱我，那时候我觉得不太幸福。幸好还有兄弟姐妹关心我。我十三岁那年，我们班需要做11月20号的墙报。那段时间大家都很忙，我只好在朋友家做到很晚才回家。回到家时，爸爸一句话也没说，就打了我一巴掌。我没有解释，也没有哭，只是悄悄地去睡觉。第二天下下课后，我才告诉他昨天发生了什么事情，还跟他说那是我们班必须完成的作业。但也学会了要提前跟家人沟通。从那以后，我变得更独立，也更有责任感。

2。爬山让孩子们：

了解大自然里有各种各样的动物和植物。
爬山是好的爱好，长大以后可以爬更多的山。
知道危险是什么，有时候应该害怕危险的事。
锻炼性格，比如是坚持性，耐心和努力的精神。
感爱环境的美好，后来保护环境。

20260128

小时，我有时候跟家人一起去旅行。那时我太小了，已经记不清发生过什么事情。多亏还留着一张照片，我才知道那段时光我是很幸福的。那次我游泳游得太久，结果身体变得很黑，家人都笑着那我开玩笑。现在，我已经长大了，而父母也慢慢变老了。他们的身体不如从前，已经不能再像以前那样去旅行了。每当我看到那张旧照片，心里都会有点难过，也更加珍惜现在和家人在一起的时间。那些简单的旅行，成了我心中最温暖的回忆。

20260123

1。使用节能灯有什么好处？ 2。“节约”和“省”的意思差不多。 3。我不知道怎么使用这些机器。 4。我怎么也不理解他的办法。 5。他经常小看别人的发音不好，其实他的发音也不太好。 6。孩子们不学习，整天只玩游戏，应该有人管。 7。他不仅会说汉语，还会说法语。 8。字典和词典不太一样，字典是用来查字的，词典是用来查词的。

20260112

Thẻ ngân hàng có thể dùng để rút tiền ở các quầy ATM, cũng có thể dùng để thanh toán khi cần mua sắm. 1。银行卡可以在自动取款机取钱，也可以在购物时着用来付款。
Sử dụng thẻ giao thông di chuyển vừa rẻ vừa tiện lợi. 2。使用交通卡坐车又便宜又方便。
Tôi không có thẻ mượn sách, không thể mượn sách ở thư viện được. 3。我没有借书卡，不能在图书馆借书。
Tôi muốn đổi mới thẻ điện thoại có thể gọi quốc tế. 4。我要换一张新的能国际打电话的手机卡。
Sử dụng thẻ tín dụng cần phải cẩn thận, tuyệt đối đừng để trở thành “nô lệ” của những tấm thẻ. 5。使用信用卡必须小心，千万不成为卡奴。
Chỉ cần chăm chỉ học tập, thì không có gì là học không được. 6。只要认真学习，就没有学不会的。
Chỉ cần nghe hiểu đài là tôi đã hài lòng lắm rồi。 7。只要收听懂播，我就很满足了。
Anh ấy sẽ đồng ý, chỉ cần lý do của bạn chính đáng. 8。他会同意的，只要你的原因充足。

20260109

现在使用手机的情况越来越多，说说利大于弊还是弊大于利? 现在使用手机的情况越来越多，我觉得利大于弊。我们可以通过打电话、发短信、发电邮等方式跟别人联系。除此以外，上网或者使用各种应用程序学习也非常方便，同时还可以用手机来娱乐。更重要的是，我们出门时不用带现金，可以通过数字转账来付款，不但速度更快，而且更加安全。

Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value - Teresa Torres

Sat, 11 Jan 2025 00:00:00 +0000

About the book

Personal summary

Mindsets

Outcome Oriented, think in outcomes rather than outputs
Customer Centric: create customer value as well as business value
Collaborative: leverage the expertise and knowledge of product trio to make decisions
Visual: draw, externalize your thinking, and map what you know
Experimental: identify assumptions and gather evidence
Continuous: infuse discovery continuously throughout your development process

Actions

build product trio: product manager, product designer, software engineer
build the keystone habit: continuous interviewing weekly
work backward to find
- product outcome: “If our customers had this solution, what would it do for them?”
- business outcome: “If we shipped this feature, what value would it create for our business?”
show the work using visualization: boxes and arrows, opportunity solution tree, story maps, interview snapshot
focus on problems before jumping to solutions, prioritize “leap of faith” assumptions
start small, interview often, test fast experiments and prototypes before building, iterate
measure impact, combine qualitative and quantitative data for decisions

Quotes

Part I: What Is Continuous Discovery?

Chapter 1: The What and Why of Continuous Discovery

The Prerequisite Mindsets

The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers - Ben Horowitz

Wed, 19 Jun 2024 00:00:00 +0000

About the book

Personal summary

Bible for entrepreneurs, read this again and again and again.

Quotes

Chapter 1: From Communist to Venture Capitalist

Roger dared me: “Go down the street, tell that kid to give you his wagon, and if he says anything, spit in his face and call him a nigger.” I did not know what to say, so I just opened my mouth and started talking. “Can I ride in your wagon?” is what came out. Joel said “Sure.” 18 years later, he would be the best man at my wedding.

The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses - Eric Ries

Wed, 20 Mar 2024 00:00:00 +0000

About the book

Quotes

Introduction

The 5 principles of the Lean Startup, which inform all three parts of this book, are as follows:

Entrepreneurs are everywhere. You don’t have to work garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startups a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any site company, even a very large enterprise, in any sector or industry

Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth.

Validated learning. Startups exist not just to make stuff. make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to toe each element of their vision.

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that food back loop

Innovation accounting. To improve entrepreneurial out comes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up mile stones, and how to prioritize work. This requires a new kind of accounting designed for startups-and the people who hold them accountable.

Part One: Vision

1. Start

If you have a daily commute, you probably know the route so well that your hands seem to steer you there on their own accord. We can practically drive the route in our sleep. Yet if I asked you to close your eyes and write down exactly how to get to your office-not the street directions but every action you need to take, every push of hand on wheel and foot on pedals-you’d find it impossible.

Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones - James Clear

Mon, 26 Feb 2024 00:00:00 +0000

About the book

Personal summary

Stop Thinking, Start Doing.

The hardest part is the first few times when you start doing something new, and that’s a good news. So to get over this part, just do it. Everything else will naturally follow and become clearer as you are more used to doing it. Until a point, you’ll realize not doing it is harder than doing it, aka the habit is formed.

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change - Stephen R. Covey

Fri, 16 Feb 2024 00:00:00 +0000

About the book

Quotes

Overview

On the maturity continuum, dependence is the paradigm of you you take care of me; you come through for me; you didn’t come through; I blame you for the results.

Independence is the paradigm of I-I can do it; I am responsible; I am self-reliant; I can choose.

Interdependence is the paradigm of we-we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.

How to Start a Startup - Y Combinator: The Vault

Mon, 23 Oct 2023 00:00:00 +0000

Original Content

Table of Content

Lecture 1 & 2 - Ideas, Products, Teams and Execution (Sam Altman, Dustin Moskovitz)
Lecture 3 - Before the Startup (Paul Graham)
Lecture 4 - Building Product, Talking to Users, and Growing (Adora Cheung)
Lecture 5 - Competition is for Losers (Peter Thiel)
Lecture 6 - Growth (Alex Schultz)
Lecture 7 - How to Build Products Users Love (Kevin Hale)
Lecture 8 - How to Get Started, Doing Things that Don’t Scale, Press
Lecture 9 - How to Raise Money (Marc Andreessen, Ron Conway, Parker Conrad)
Lecture 10 - Culture (Brian Chesky, Alfred Lin)
Lecture 11 - Hiring and Culture, Part 2 (Patrick and John Collison, Ben Silbermann)
Lecture 12 - Building for the Enterprise (Aaron Levie)
Lecture 13 - How to be a Great Founder (Reid Hoffman)
Lecture 14 - How to Operate (Keith Rabois)
Lecture 15 - How to Manage (Ben Horowitz)
Lecture 16 - How to Run a User Interview (Emmett Shear)
Lecture 17 - Lecture 17 - How to Design Hardware Products (Hosain Rahman)
Lecture 18 - Legal and Accounting Basics for Startups (Kirsty Nathoo, Carolynn Levy)
Lecture 19 - Sales and Marketing; How to Talk to Investors (Tyler Bosmeny; YC Partners)
Lecture 20 - Later-stage Advice (Sam Altman)

Lecture 1 & 2 - Ideas, Products, Teams and Execution (Sam Altman, Dustin Moskovitz)

You may still fail. The outcome is something like idea x product x execution x team x luck, where luck is a random number between zero and ten thousand. Literally that much. But if you do really well in the four areas you can control, you have a good chance at at least some amount of success.

Zero to One: Notes on Startups, or How to Build the Future - Peter Thiel, Blake Masters

Tue, 26 Sep 2023 00:00:00 +0000

About the book

Quotes

Some random quotes from beginning to end order. For the full context, please buy and read the book. I do this to help myself to quickly get the main ideas of the book.

Every moment in business happens only once. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results - Gary Keller, Jay Papasan

Thu, 14 Sep 2023 00:00:00 +0000

About the book

Quotes

Some random quotes from beginning to end order. For the full context, please buy and read the book. I do this to help myself to quickly get the main ideas of the book.

If you chase 2 rabbits, you will not catch either one.

1. The One Thing

“Be like a postage stamp - stick to one thing until you get there” - Josh Billings

Start with Why: How Great Leaders Inspire Everyone to Take Action - Simon Sinek

Sat, 02 Sep 2023 00:00:00 +0000

About the book

Quotes

Some random quotes from beginning to end order. For the full context, please buy and read the book. I do this to help myself to quickly get the main ideas of the book.

There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us.

Whether individuals or organizations, we follow those who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves.

Working Backwards: Insights, Stories, and Secrets from Inside Amazon - Colin Bryar, Bill Carr

Sun, 20 Aug 2023 00:00:00 +0000

About the book

Quotes

Some random quotes from beginning to end order. For the full context, please buy and read the book. I do this to help myself to quickly get the main ideas of the book.

Introduction

Its most significant initiatives have often been criticized and even derided as folly. Time and again, Amazon has proved the doubters wrong

Our culture is four things and the description has held true since Amazon’s earliest days back in 1997:

Obsess Over Customers: customer obsession instead of competitor obsession

It's All About the Long Term: willingness to thin long term, with a longer investment horizon than most of our peers

We will learn from both our successes and failures: eagerness to invent, which of course goes hand in hand with failure

Operational Excellence: taking professional pride in operational excellence

Site Reliability Engineering: How Google Runs Production Systems - Betsy Beyer, Chris Jones, Jennifer Petoff, Niall Richard Murphy

Fri, 30 Jun 2023 00:00:00 +0000

About the book

Quotes

Some random quotes from beginning to end order. For the full context, please buy and read the book. I do this to help myself to quickly get the main ideas of the book.

Part I. Introduction

Chapter 1: Introduction

“Hope is not a strategy” - Traditional SRE saying

Tenets of SRE: availability, latency, performance, efficiency, change management, monitoring, emergency response & capacity planning

My GoAhead & Startup Journey

Wed, 01 Mar 2023 00:00:00 +0000

This is a collection of random notes and learnings from different sources about my journey to leadership. In no particular order any resource is more important than the other. I write this mostly to my current and future self for personal reflection, but feel free to learn from this post or the materials mentioned. This is a live document and will be updated (hopefully frequently) whenever i find something useful. The context here is leadership in software engineering, not necessarily applicable or not to other industries.

Golang After-Handler Middleware?

Thu, 22 Jul 2021 00:00:00 +0000

In this post we’re gonna look into pre-handler middleware, handler code and post-handler middleware

Use case

Usually for API servers, we want to have middlewares that run before (pre-handler) and after (post-handler) the actual API handler.

Some of the pre-handler middlewares are Trace (generate request ID), Auth (validate request headers), IP check (check if IP comes from a whitelisted list).
Some of the post-handler middlewares are Performance (how long the API took to response), Log (log what is called into database).

phattv.dev

Fundamentals of Data Engineering: Plan and Build Robust Data Systems - Joe Reis & Matt Housley

About the book

Personal Summary

Part I. Foundation and Building Blocks

Chapter 1: Data Engineering Described

The Data Engineering Lifecycle

When: The Scientific Secrets of Perfect Timing - Daniel H. Pink

About the book

Personal Summary

Table of Contents

PART ONE. THE DAY

1. The Hidden Pattern of Everyday Life

How To Figure Out Your Daily When

Actionable Gamification: Beyond Points, Badges and Leaderboards - Yu-Kai Chou

About the book

Personal Summary

Table of Contents

Chapter 1: When the Surreal Blends into our World

Why Gamification?

Hooked: How to Build Habit-Forming Products - Nir Eyal

About the book

Personal Summary

Table of Contents

Introduction

Energy + Motivation (HBR Emotional Intelligence Series)

About the book

1. The Power of Progress

Dealing with Difficult People (HBR Emotional Intelligence Series)

About the book

1. To Resolve a Conflict, First Decide: Is It Hot or Cold?

2. Taking the Stress Out of Stressful Conversations

3. The Secret to Dealing with Difficult People: It’s About You

4. How to Deal with a Mean Colleague

中文

目录

HSK 4.4 - SHZ

20260306

20260225

20260206

20260204

20260128

20260123

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20260109

Continuous Discovery Habits: Discover Products that Create Customer Value and Business Value - Teresa Torres

About the book

Personal summary

Mindsets

Actions

Quotes

Part I: What Is Continuous Discovery?

Chapter 1: The What and Why of Continuous Discovery

The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers - Ben Horowitz

About the book

Personal summary

Quotes

Chapter 1: From Communist to Venture Capitalist

The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses - Eric Ries

About the book

Quotes

Introduction

Part One: Vision

1. Start

Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones - James Clear

About the book

Personal summary

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change - Stephen R. Covey

About the book

Quotes

Overview

How to Start a Startup - Y Combinator: The Vault

Original Content

Table of Content

Lecture 1 & 2 - Ideas, Products, Teams and Execution (Sam Altman, Dustin Moskovitz)

Zero to One: Notes on Startups, or How to Build the Future - Peter Thiel, Blake Masters

About the book

Quotes

The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results - Gary Keller, Jay Papasan

About the book