100SILEX, de 0 ŕ 100 s: someone
1001 30 Awesomely Bad Unicorn Tattoos: A Gallery â€“ Holytaco
You canâ€™t shake a stick these days without hitting someone who has a unicorn tattoo (and I shake a lot of sticks.) Iâ€™m not sure why people would get a unicorn tattoo, but it app...
bad tattoos, Blog entry, Lists, tattoos, unicorn, unicorn tattoos, worst tattoos,
767 The 5 types of programmers Â« Steven Benner's Blog
In my code journeys and programming adventures Iâ€™ve encountered many strange foes, and even stranger allies. Iâ€™ve identified at least five different kinds of code warriors, some make for wonderful comrades in arms, while others seem to foil my every plan.
However they all have their place in the pantheon of software development. Without a healthy mix of these different programming styles youâ€™ll probably find your projects either take too long to complete, are not stable enough or are too perfect for humans to look upon.
The code may not be pretty, but damnit, it works!
This guy is the foundation of your company. When something goes wrong he will fix it fast and in a way that wonâ€™t break again. Of course he doesnâ€™t care about how it looks, ease of use, or any of those other trivial concerns, but he will make it happen, without a bunch of talk or time-wasting nonsense. The best way to use this person is to point at a problem and walk away.
You want to do what to my code?
This guy doesnâ€™t care about your deadlines or budgets, those are insignificant when compared to the art form that is programming. When you do finally receive the finished product you will have no option but submit to the stunning glory and radiant beauty of perfectly formatted, no, perfectly beautiful code, that is so efficient that anything you would want to do to it would do nothing but defame a masterpiece. He is the only one qualified to work on his code.
Iâ€™m a programmer, damnit. I donâ€™t write code.
His world has one simple truth; writing code is bad. If you have to write something then youâ€™re doing it wrong. Someone else has already done the work so just use their code. He will tell you how much faster this development practice is, even though he takes as long or longer than the other programmers. But when you get the project it will only be 20 lines of actual code and will be very easy to read. It may not be very fast, efficient, or forward-compatible, but it will be done with the least effort required.
What do you want? It works doesnâ€™t it?
The guy who couldnâ€™t care less about quality, thatâ€™s someone elses job. He accomplishes the tasks that heâ€™s asked to do, quickly. You may not like his work, the other programmers hate it, but management and the clients love it. As much pain as he will cause you in the future, he is single-handedly keeping your deadlines so you canâ€™t scoff at it (no matter how much you want to).
Well, thatâ€™s a possibility, but in practice this might be a better alternative.
This guy is more interested the options than what should be done. He will spend 80% of his time staring blankly at his computer thinking up ways to accomplish a task, 15% of his time complaining about unreasonable deadlines, 4% of his time refining the options, and 1% of his time writing code. When you receive the final work it will always be accompanied by the phrase â€śif I had more time I could have done this the right wayâ€ť.
Personally, Iâ€™d have to classify myself as the perfectionist. So, which type of programmer are you? Or perhaps you know another programming archetype that is missing from my list? Post a comment below and Iâ€™ll add it to a new updated list.
484 Why did so many successful entrepreneurs and startups come out of PayPal? Answered by Insiders
Why did so many successful entrepreneurs and startups come out of PayPal? I long have been fascinated by the extraordinary achievement from the ex-Paypal team and wonder about the reasons behind their success. In the past, mass media tried to answer this question several times but still couldnâ€™t give us a clear answer.
I once asked David Sacks the same question during an event in Los Angeles. He told me the secret is that Paypal has built a â€śscrappyâ€ť culture. No matter what problems they faced, they would find a way to solve them. I kind of got the idea, but was still confused about the execution details.
So when I saw some of the past Paypal employees answering this question on Quora, I was super excited! After all, they should be the only ones who can tell people the inside stories.
Below are some highlights of their answers. *If you want to check out the sources or leave your comments, please go to here and here.
On Talent Management
â€śPeter and Max assembled an unusual critical mass of entrepreneurial talent, primarily due to their ability to recognize young people with extraordinary ability (the median age of *execs* on the S1 filing was 30). But the poor economy allowed us to close an abnormal number of offers, as virtually nobody other than eBay and (in part) google was hiring in 2000-02.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Focus (driven by Peter): Peter required that everyone be tasked with exactly one priority. He would refuse to discuss virtually anything else with you except what was currently assigned as your #1 initiative. Even our annual review forms in 2001 required each employee to identify their single most valuable contribution to the company.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDedication to individual accomplishment: Teams were almost considered socialist institutions. Most great innovations at PayPal were driven by one person who then conscripted others to support, adopt, implement the new idea. If you identified the 8-12 most critical innovations at PayPal (or perhaps even the most important 25), almost every one had a single person inspire it (and often it drive it to implementation). As a result, David enforced an anti-meeting culture where any meeting that included more than 3-4 people was deemed suspect and subject to immediate adjournment if he gauged it inefficient. Our annual review forms in 2002 included a direction to rate the employee on â€śavoids imposing on othersâ€™ time, e.g. scheduling unnecessary meetings.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śRefusal to accept constraints, external or internal:We were expected to pursue our #1 priority with extreme dispatch (NOW) and vigor. To borrow an apt phrase, employees were expected to â€ścome to work every day willing to be fired, to circumvent any order aimed at stopping your dream.â€ť Jeremy Stoppelman has relayed elsewhere the story about an email he sent around criticizing management that he expected to get him fired and instead got him promoted. Peter did not accept no for answer: If you couldnâ€™t solve the problem, someone else would be soon assigned to do it.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śDriven problem solvers: PayPal had a strong bias toward hiring (and promoting / encouraging, as Keith mentions) smart, driven problem solvers, rather than subject matter experts. Very few of the top performers at the company had any prior experience with payments, and many of the best employees had little or no prior background building Internet products. I worked on the fraud analytics team at PayPal, and most of our best people had never before done anything related to fraud detection. If heâ€™d approached things â€śtraditionallyâ€ť, Max would have gone out and hired people who had been building logistic regression models for banks for 20 years but never innovated, and fraud losses would likely have swallowed the company.â€ť (by Mike Greenfield, former Sr. Fraud R&D Scientist of Paypal)
â€śSelf-sufficiency â€“ individuals and small teams were given fairly complex objectives and expected to figure out how to achieve them on their own. If you needed to integrate with an outside vendor, you picked up the phone yourself and called; you didnâ€™t wait for a BD person to become available. You did (the first version of) mockups and wireframes yourself; you didnâ€™t wait for a designer to become available. You wrote (the first draft of) site copy yourself; you didnâ€™t wait for a content writer.â€ť (by Yee Lee, former Product & BU GM of Paypal)
On Culture & Ideology
â€śExtreme bias towards action â€“ early PayPal was simply a really *productive* workplace. This was partly driven by the culture of self-sufficiency. PayPal is and was, after all, a web service; and the company managed to ship prodigious amounts of relatively high-quality web software for a lot of years in a row early on. Yes, we had the usual politics between functional groups, but either individual heroes or small, high-trust teams more often than not found ways to deliver projects on-time.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śWillingness to try â€“ even in a data-driven culture, youâ€™ll always run in to folks who either donâ€™t believe you have collected the right supporting data for a given decision or who just arenâ€™t comfortable when data contradicts their gut feeling. In many companies, those individuals would be the death of decision-making. At PayPal, I felt like you could almost always get someone to give it a *try* and then let performance data tell us whether to maintain the decision or rollback.â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śData-driven decision making â€“ PayPal was filled with smart, opinionated people who were often at logger-heads. The way to win arguments was to bring data to bear. So you never started a sentence like this â€śI feel like itâ€™s a problem that our users canâ€™t do Xâ€ť, instead youâ€™d do your homework first and then come to the table with â€ś35% of our [insert some key metric here] are caused by the lack of X functionalityâ€¦â€ť (by Yee Lee, former Product & BU GM of Paypal)
â€śRadical transparency on metrics: All employees were expected to be facile with the metrics driving the business. Otherwise, how could one expect each employee to make rational calculations and decisions on their own every day? To enforce this norm, almost every all-hands meeting consisted of distributing a printed Excel spreadsheet to the assembled masses and Peter conducting a line by line review of our performance (this is only a modest exaggeration).â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śVigorous debate, often via email: Almost every important issue had champions and critics. These were normally resolved not by official edict but by a vigorous debate that could be very intense. Being able to articulate and defend a strategy or product in a succinct, compelling manner with empirical analysis and withstand a withering critique was a key attribute of almost every key contributor. I still recall the trepidation I confronted when I was informed that I needed to defend the feasibility of my favorite â€śbabyâ€ť to Max for the first time.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
â€śExtreme Pressure â€“ PayPal was a very difficult business with many major issues to solve. We were able to see our colleagues work under extreme pressure and hence we learned who we could rely on and trust.â€ť (by Keith Rabois, former Executive Vice President of Paypal)
416 Welcome to the Modular Corner
Welcome to the Modular Corner! This site is intended as a resource for all users of the Pulsar / Scope Modular synth, a software synthesizer which comes with the Scope range of soundcards from Sonic Core (formerly Creamware). Here you will find information about the Modular Synth, it's various components, the many patches that are available for the Synth along with other related documents and links to do with all things Modular.
On the Patches page, you will find information about individual patches that have been created for the Modular. This aims to be a complete listing of all the Modular patches that have become available, with a brief description of the patch. Where possible this will include a more detailed description, mp3 examples, signal flow diagrams, etc, in order to build up a more comprehensive 'manual' for the many patches that are available.
The downloads page has other related resources, such as freeware modules, documents on modular synthesis, etc.
Your contributions are vital - If you made a patch that you're proud of, or if you've downloaded someone else's that you like - let me know. I can't write up every patch on my own.
366 How to Track Down Anyone Online
When you're trying to find someone online, Google's not the only game in town. In the last two years, a handful of new people search engines have come onto the scene that offer better ways to pinpoint people info by name, handle, location, or place of employment. While there's still no killer, one-stop people search, there are more ways than ever to track down a long-lost friend, stalk an ex, or screen a potential date or employee. The next time you wonder, "What ever happened to so-and-so?" you've got a few power people search tools to turn to.
How to Track Down Anyone Online, software, productivity, technology, downloads, life hacks, hacker, lifehacks, computing, lifestyle, timesavers, health, internet, personal technology, DIY, projects, tricks, advice, backup, email, Mac, Windows, Firefox, Google, Yahoo, Gmail, keyboard shortcuts, household, HOWTO, how to's, tutorials
340 7-things-to-stop-doing-now-on-facebook: Personal Finance News from Yahoo! Finance
Using a Weak Password
Avoid simple names or words you can find in a dictionary, even with numbers tacked on the end. Instead, mix upper- and lower-case letters, numbers, and symbols. A password should have at least eight characters. One good technique is to insert numbers or symbols in the middle of a word, such as this variant on the word "houses": hO27usEs!
Leaving Your Full Birth Date in Your Profile
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It's an ideal target for identity thieves, who could use it to obtain more information about you and potentially gain access to your bank or credit card account. If you've already entered a birth date, go to your profile page and click on the Info tab, then on Edit Information. Under the Basic Information section, choose to show only the month and day or no birthday at all.
Overlooking Useful Privacy Controls
For almost everything in your Facebook profile, you can limit access to only your friends, friends of friends, or yourself. Restrict access to photos, birth date, religious views, and family information, among other things. You can give only certain people or groups access to items such as photos, or block particular people from seeing them. Consider leaving out contact info, such as phone number and address, since you probably don't want anyone to have access to that information anyway.
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Posting Your Child's Name in a Caption
Don't use a child's name in photo tags or captions. If someone else does, delete it by clicking on Remove Tag. If your child isn't on Facebook and someone includes his or her name in a caption, ask that person to remove the name.
Mentioning That You'll Be Away From Home
That's like putting a "no one's home" sign on your door. Wait until you get home to tell everyone how awesome your vacation was and be vague about the date of any trip.
Letting Search Engines Find You
To help prevent strangers from accessing your page, go to the Search section of Facebook's privacy controls and select Only Friends for Facebook search results. Be sure the box for public search results isn't checked.
Permitting Youngsters to Use Facebook Unsupervised
Facebook limits its members to ages 13 and over, but children younger than that do use it. If you have a young child or teenager on Facebook, the best way to provide oversight is to become one of their online friends. Use your e-mail address as the contact for their account so that you receive their notifications and monitor their activities. "What they think is nothing can actually be pretty serious," says Charles Pavelites, a supervisory special agent at the Internet Crime Complaint Center. For example, a child who posts the comment "Mom will be home soon, I need to do the dishes" every day at the same time is revealing too much about the parents' regular comings and goings.
336 Change of Address: 20 Ways to Get to Know Your Neighbors
Being the new family on the block can be hard, especially if youâ€™re even remotely shy. It can be hard to make friends, made even harder by the fact that almost everyone in the community already has their own group of friends. Still, there are lots of ways you can connect with them and itâ€™s worth the effort required as there are several advantages to getting to know your neighbors. Whether itâ€™s having someone to watch your home while you are on vacation or a helping hand when you desperately need one. Here are some tips to help you break the ice with your new neighbors
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