<?xml version="1.0" encoding="UTF-8"?>
<feed xmlns="http://www.w3.org/2005/Atom" xml:lang="en">
  <title>Weak Notes — Everything</title>
  <subtitle>A firehose feed</subtitle>
  <link href="https://thechels.uk/firehose.xml" rel="self" type="application/atom+xml"/>
  <link href="https://thechels.uk/" rel="alternate" type="text/html"/>
  <updated>2026-04-06T08:43:57+00:00</updated>
  <id>https://thechels.uk/firehose.xml</id>
  <generator>Jekyll</generator>
  <rights>thechelsuk</rights>
  <updated></updated>
  <author>
    <name>thechelsuk</name>
    <email>feedback@thechels.uk</email>
    <uri>https://thechels.uk/</uri>
  </author>



<entry>
    <title type="text">[post] Homebridge 2.0 Launch</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/homebridge-2.0-launch"/>
    <id>/homebridge-2.0-launch</id>
    <updated>2026-04-06T00:00:00+00:00</updated>
    <published>2026-04-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Homebridge</name>
      <uri>https://www.reddit.com/r/homebridge/comments/1sbu1z6/homebridge_20_launch/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Homebridge 2.0 Launch</p>

  <p>We’re launching Homebridge 2.0 on May the 4th and yes, we absolutely planned it that way.</p>

  <p>Beyond improvements to the core HAP-NodeJS code and the removal of long deprecated code, the headline addition in 2.0 is the initial groundwork for Matter support alongside our existing HomeKit integration.</p>

  <p>A few important things to note on that – this is early days. Matter support will require updates to individual plugins, and not everything will work out of the box on day one. But our goal is a single platform that supports both HomeKit and Matter, backed by our existing ecosystem of 4000+ plugins. We think that’s worth getting excited about.</p>
</blockquote>

<p>Date: 2026-04-05</p>

          <p><center>***</center></p>
          <p> // Published 2026-04-06, with 115 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The BBC RSS Feeds are garbage</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-bbc-rss-feeds-are-garbage"/>
    <id>/the-bbc-rss-feeds-are-garbage</id>
    <updated>2026-04-04T12:00:00+00:00</updated>
    <published>2026-04-04T12:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Stuart Breckenridge</name>
      <uri>https://stuartbreckenridge.net/2026-04-03-the-bbcs-rss-feed/</uri>
    </author>
    <content type="html"><![CDATA[<p>This must be due to the unique way the Beeb is funded.</p>

<p>I stopped subscribing to all BBC feeds because of this very reason, many, many moons ago.</p>

<p>I love RSS and more so given my accessibility needs so to see and be reminded of how it is abused this way is frustrating</p>

<blockquote>
  <p>Due to the <em>incorrect</em> way the BBC’s <a href="http://feeds.bbci.co.uk/news/uk/rss.xml">RSS 2.0 feed</a> handles <code class="language-plaintext highlighter-rouge">guid</code>s, RSS readers are repeatedly left displaying <a href="https://discourse.netnewswire.com/t/duplicates-of-the-articles/202">duplicate articles</a>.</p>

  <p>Let’s have a look at why this happens with a sample article from their feed</p>
</blockquote>

<p>…</p>

<blockquote>
  <p>Gobbler has fetched this article three times. The <strong>article hasn’t changed</strong> at all: same title, same content, and same published date1, all validated by the <code class="language-plaintext highlighter-rouge">content_hash</code>. This is simply not justifiable. There is no reason to change the <code class="language-plaintext highlighter-rouge">guid</code> if the article hasn’t changed.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-04-04, with 145 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] CSS Naked Day</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/css-naked-day"/>
    <id>/css-naked-day</id>
    <updated>2026-04-04T11:00:00+00:00</updated>
    <published>2026-04-04T11:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CSS Naked Day</name>
      <uri>https://css-naked-day.org/</uri>
    </author>
    <content type="html"><![CDATA[<p>Nice idea, I don’t think I have the energy for this year. Reminder set for 2027.</p>

<blockquote>
  <p>April 9 is CSS Naked Day!</p>

  <p>Join us for the yearly festivities on April 9 of going nude on the Web!</p>

  <p>The idea behind CSS Naked Day is to promote web standards. Plain and simple. This includes proper use of HTML, semantic markup, a good hierarchy structure, and of course, a good old play on words. In the words of 2006, it’s time to show off your <code class="language-plaintext highlighter-rouge">&lt;body&gt;</code>for what it really is.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-04-04, with 92 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] UEFA backs officials after Chelsea&apos;s Sonia Bompastor criticism</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/uefa-backs-officials-after-chelsea's-sonia-bompastor-criticism"/>
    <id>/uefa-backs-officials-after-chelsea&apos;s-sonia-bompastor-criticism</id>
    <updated>2026-04-04T10:00:00+00:00</updated>
    <published>2026-04-04T10:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sky Sports</name>
      <uri>https://www.skysports.com/football/news/11095/13527282/champions-league-uefa-backs-officials-after-chelseas-sonia-bompastor-criticism-following-exit-to-arsenal</uri>
    </author>
    <content type="html"><![CDATA[<p>Oddly the BBC match report suggested McCabe picked up a yellow card for the hair pull, She did not. It was not even a free kick. They implied a “should it have been a card” as if it was debatable. Whilst previously they <a href="https://www.bbc.co.uk/sport/football/articles/cly9z2wlvqwo">reported</a> about a hair pull in the men’s game and explained how it’s not explicitly called out in the rules but it <em>is</em> categorised as violent conduct which is a red card.</p>

<p>The quality of refereeing is objectively terrible, hence the need for video assistance but for this not be reviewed by the video assistant referees is unforgivable, and then as per Sly below, to suggest they were happy with the officials performance is maddening.</p>

<p>I hadn’t reslised during the game it was the same official as the Barca game. Had the gosl stood in that game rather than the incoorect offside, despite it bring a factual decision and not subjective. Chelsea would gsve topped the league phase and had a much easier side of the draw. Small details matter hugely.</p>

<blockquote>
  <p>“Sonia Bompastor is incredibly frustrated right now. The fact VAR did not intervene on the most obvious hair pull - intentional or not - beggars belief. The irony was it wasn’t even given as a foul. It happened right in front of Bompastor. I understand the frustration - but it didn’t come just from last night.</p>

  <p>“It came from last week and the first leg too. After last week’s game she had a problem with VAR and said the women’s game needed more respect after Veerle Buurman’s goal was ruled out for a foul.</p>

  <p>“She talked about the referee being the same one who made errors in previous games against Chelsea in the Champions League - a penalty for Real Madrid in 2023 that was outside the box and a goal against Barcelona that was flagged offside but was onside in November 2025.</p>

  <p>“So she had history with the referee in the first leg and this officiating in the second leg. You can understand the frustration.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-04-04, with 343 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Version 2.0 of Hiyd out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/iHex6-AbxkQ"/>
    <id>iHex6-AbxkQ</id>
    <updated>2026-04-02T21:48:51+00:00</updated>
    <published>2026-04-02T21:48:51+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/iHex6-AbxkQ">Version 2.0 of Hiyd out now</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to use Ollama from the terminal</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/ollama-cli-quick-ref"/>
    <id>/ways/ollama-cli-quick-ref</id>
    <updated>2026-04-01T00:00:00+00:00</updated>
    <published>2026-04-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>Just for testing LLMs locally to see what the fuss is about, here is a short cheat sheet on using Ollama in the terminal. For this example I’ve used the Qwen 3.5 4B model, but it can be replaced with any model one has installed.</p>

<p>For more details, see the <a href="https://ollama.com/docs/cli">Ollama documentation</a>.</p>

<h2 id="basics">Basics</h2>

<ul>
  <li>List installed models
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama list</code></li>
    </ul>
  </li>
  <li>Show model info
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama show qwen3.5-4b</code></li>
    </ul>
  </li>
  <li>Pull a model
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama pull qwen3.5-4b</code></li>
    </ul>
  </li>
  <li>Remove a model
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama rm qwen3.5-4b</code></li>
    </ul>
  </li>
  <li>List running models / server status
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama ps</code></li>
    </ul>
  </li>
</ul>

<h2 id="chat--generate">Chat &amp; generate</h2>

<ul>
  <li>Simple one‑off prompt
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b "Explain this Python error"</code></li>
    </ul>
  </li>
  <li>Interactive chat session
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b</code>
        <ul>
          <li>Type messages, press Enter</li>
          <li><code class="language-plaintext highlighter-rouge">Ctrl+C</code> to stop generation or exit</li>
        </ul>
      </li>
    </ul>
  </li>
  <li>Pass a system / role prompt
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b -s "You are a coding assistant."</code></li>
    </ul>
  </li>
</ul>

<h2 id="using-files">Using files</h2>

<ul>
  <li>Prompt from a file
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b --file prompt.txt</code></li>
    </ul>
  </li>
  <li>Pipe input
    <ul>
      <li><code class="language-plaintext highlighter-rouge">cat code.py | ollama run qwen3.5-4b</code></li>
    </ul>
  </li>
</ul>

<h2 id="server--api">Server &amp; API</h2>

<ul>
  <li>Start the Ollama server manually
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama serve</code></li>
    </ul>
  </li>
  <li>Chat via HTTP API
    <ul>
      <li><code class="language-plaintext highlighter-rouge">curl http://localhost:11434/api/chat -d '{ "model": "qwen3.5-4b", "messages": [{"role": "user", "content": "Hello"}] }'</code></li>
    </ul>
  </li>
</ul>

<h2 id="managing-models">Managing models</h2>

<ul>
  <li>Create a model from a Modelfile
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama create my-model -f Modelfile</code></li>
    </ul>
  </li>
  <li>Copy / tag a model
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama cp qwen3.5-4b my-qwen-dev</code></li>
    </ul>
  </li>
  <li>Upgrade a model to latest
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama pull qwen3.5-4b</code> (re-pulls &amp; updates)</li>
    </ul>
  </li>
</ul>

<h2 id="useful-flags">Useful flags</h2>

<ul>
  <li>Set temperature
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b -t 0.2</code></li>
    </ul>
  </li>
  <li>Set max tokens
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b -m 512</code></li>
    </ul>
  </li>
  <li>JSON output (useful for tools)
    <ul>
      <li><code class="language-plaintext highlighter-rouge">ollama run qwen3.5-4b --format json "Explain this code"</code></li>
    </ul>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-04-01, with 350 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Disabled people face lower benefits if not lifelong</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/disabled-people-face-lower-benefits-if-conditions-like-me-not-deemed-lifelong"/>
    <id>/disabled-people-face-lower-benefits-if-conditions-like-me-not-deemed-lifelong</id>
    <updated>2026-04-01T00:00:00+00:00</updated>
    <published>2026-04-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Guardian</name>
      <uri>https://www.theguardian.com/politics/2026/mar/29/disabled-benefit-claimants-face-lower-payments-if-conditions-not-deemed-lifelong-charities-say</uri>
    </author>
    <content type="html"><![CDATA[<p>Ludicrous. As if pushing people into poverty is any indication of improving health outcomes.</p>

<blockquote>
  <p>Hundreds of thousands of severely ill and disabled people making new claims will have their benefits cut if the government assesses that their condition might improve, charities have said.</p>

  <p>In April, the health element of universal credit - an extra payment for people assessed as too unwell to work or prepare for work - will be halved to £50 a week and frozen for new claimants unless their condition is found to be terminal or severe and lifelong with no prospect of improvement.</p>

  <p>Ministers had <a href="https://www.gov.uk/government/news/welfare-bill-will-protect-the-most-vulnerable-and-help-households-with-income-boost">pledged last summer</a> that the “severe and lifelong” clause - known as the severe conditions criteria - would shield the most severely disabled and ill people from the new lower benefit rate.</p>

  <p>But charities and disabled people’s organisations (DPOs) have told the Guardian that a wide range of debilitating conditions may not meet the strict eligibility criteria, despite them often leaving someone unable to work. This includes multiple sclerosis, learning disabilities, bipolar, Parkinson’s, ME and long Covid.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-04-01, with 179 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A Review of ME specialist provision on the NHS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-review-of-me-specialist-provision-on-the-nhs"/>
    <id>/a-review-of-me-specialist-provision-on-the-nhs</id>
    <updated>2026-03-28T13:00:00+00:00</updated>
    <published>2026-03-28T13:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="context">Context</h2>

<p>Just a quick summary on my ME onset for context. It started with a sudden onset in October 2022 and I’ve not felt the same since, I was able to get back to work after what felt like a nasty virus for after few weeks, but since then it’s been a gradual decline during which I had good days and bad days akin to the stock market where you would expect growth over the long term and the occasional dip or correction. Like that but downwards all the way down. Along the way I gave up social things, exercise, family time, personal hygiene, friends, going out at all, and ultimately dropped everything that wasn’t sleeping/resting and working. It was gradual and then it was rapid. In July 2025 I had to stop work. I was being late for meetings, taking naps over lunch, starting later and later. I had stopped being good. Felt awful and faked being well on Teams and cried between calls.</p>

<p><strong><em>I’ll skip the phase of changing jobs thinking it was burnout or a bad manager (twice), the countless GP appointments, multiple blood tests, and being pushed towards antidepressants along the way and jump right to seeing my NHS ME specialist.</em></strong></p>

<h2 id="session-one">Session One</h2>

<p>I had my first session with an ME clinic in December 2025. It was about an hour long and was effectively a Q&amp;A session asking typical questions on sleep, pain, physical activity, cognitive challenges.</p>

<p>The session was by a remote video call using some proprietary video call app via a browser. My iPad handled this fine.</p>

<p>The session also covered my diet as I mentioned it (making one meal a day, largely microwave or air fryer only). Also mentioned exercise but not from a GET (this is like sugar to a diabetic) perspective but from little movements as not to de-condition. We covered a bit of MCAS too as I mentioned a bunch of systems that aligned with this and some treatment options there.</p>

<p><em>I was offered, or it was at least suggested to have a break or do shorter sessions, but I said I would rather complete it and then rest - a suffer once than twice approach as I honestly cannot cope with more calls than necessary, previous work calls in October were causing PEM lasting 3-4 days. Listening to comprehend is incredibly difficult for me now.</em></p>

<p>The Specialist was an occupational health therapist by trade and came across as friendly, compassionate and understanding. They re-confirmed my diagnosis at the end of the call in addition to my GP’s initial diagnosis and said they would write to my GP (this took a week) and encouraged sleep/pain management (medicine) but could not prescribe as they are only therapeutic.</p>

<p>They, when asked, suggested there is no clear criteria for mild/moderate/severe/very severe, but I was towards the severe end although subjective, yet the NICE guidelines, ME association, and others suggest these levels are well documented so this was a bit odd.</p>

<p><em>It was very odd and maddening that as my specialist is across county lines (there is not one in my county) they could not access my NHS record - hence all the questions I suppose. Additionally it took 14 weeks for the appointment although I had been told it could be 26 weeks. This is a long wait and could easily be mitigated with a small handbook and a few videos sent immediately  with the survey I was sent and the intro session could be much shorter.</em></p>

<p>The survey papers were sent to me by post and arrived about a month before my session, but it noted I could ask for a digital copy instead - I did this as the last paperwork I had to do for work cost me an entire week after 45 minutes of effort - the digital copies were not made for filling in by a human, let alone someone with physical and cognitive issues. A switch to a proper survey app would be more accessible than some word templates with no clickable/formatted response areas. Again funding the NHS properly and using GDS’s form builders would help.</p>

<h2 id="follow-ups">Follow ups</h2>

<p>The session led to a follow up a month later and I had homework to watch videos from their website (these were also on YouTube and produced in a very accessible way for people with ME) this was instead of attending an online session to go over ME largely due to being seen as towards the severe end and the group session being too much for me. Primary lesson from the videos was about avoiding boom/bust cycle. <em>As an example, it is better to walk 1km a day than walk 5km in one go and not be able to do anything for a week or two.</em>
￼
I’ve had a further follow up when I had more homework to document my activities for 4 weeks. Main lesson here was that it showed a period of a crash followed by some stability (it didn’t last). It also became apparent that listening to podcasts or the TV albeit feeling restful wasn’t true rest and I’ve been tasked with trying complete mindful rest - meditation type breathing exercises - although these can be guided it’s been hard as I’ve been in a crash again.</p>

<p>My subsequent sessions have all been around 10 minutes , I can sense they will end soon as there is nothing they can do for me physically, emotionally nor medically. I imagine I will move to a request an appointment model soon and free up the time for others on the waiting list.</p>

<h2 id="final-summary">Final Summary</h2>

<p>If you know nothing about ME then these sessions might be useful, but I guess manage your expectations if you think you will get treatments and will see marked improvement. But this is no fault of my specialist and the clinic. Just not enough research, progress, or funding.</p>

<p>My Specialist has been helpful and i have learned a couple of things. I believe the letter back to my GP was substantial in getting approval for my insurance via my employer.</p>

<p>I continue to try to pace and live within my energy envelope, <em>like trying to make a phone on 20% last the entire day, but anything, even the most nonsensical or minor thing can kill the phone</em> and in my reality ruin you for days on end. I am a shell of the man I was.</p>

<p>This post has taken around 4 months to put together.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-28, with 1087 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple discontinues and has no plans for the Mac Pro</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-discontinues-and-has-no-plans-for-the-mac-pro"/>
    <id>/apple-discontinues-and-has-no-plans-for-the-mac-pro</id>
    <updated>2026-03-28T04:00:00+00:00</updated>
    <published>2026-03-28T04:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 9to5Mac</name>
      <uri>https://9to5mac.com/2026/03/26/apple-discontinues-the-mac-pro/</uri>
    </author>
    <content type="html"><![CDATA[<p>RIP giant cheese grater.</p>

<blockquote>
  <p>Apple has confirmed to <em>9to5Mac</em> that the Mac Pro is being discontinued. It has been removed from Apple’s website as of Thursday afternoon.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-28, with 29 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Maps will have Ads</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-maps-will-have-ads"/>
    <id>/apple-maps-will-have-ads</id>
    <updated>2026-03-28T03:00:00+00:00</updated>
    <published>2026-03-28T03:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Apple</name>
      <uri>https://www.apple.com/newsroom/2026/03/introducing-apple-business-a-new-all-in-one-platform-for-businesses-of-all-sizes/</uri>
    </author>
    <content type="html"><![CDATA[<p>Naively I’ve had this belief that Google was the data company and used Ads on that data to make money, whilst Apple were the software and hardware company that made money by selling at a premium for quality.</p>

<p>I believe that users who pay the Apple One bundle should be free of ads. Not just when they arrive in Maps, but in News too - not least because those ads are fucking Sammy spammy trash.</p>

<p>News is unusable in dark mode as the adverts burn my eyes with their brightness and not once have they had anything I would be even remotely interested in.</p>

<p>Time for a new CEO.</p>

<blockquote>
  <p>Beginning this summer in the U.S. and Canada, businesses will have a new way to be discovered by using Apple Business to create ads on Maps. Ads on Maps will appear when users search in Maps, and can appear at the top of a user’s search results based on relevance, as well as at the top of a new Suggested Places experience in Maps, which will display recommendations based on what’s trending nearby, the user’s recent searches, and more. Ads will be clearly marked to ensure transparency for Maps users.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-28, with 201 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[rss] Dorking - Search Commands and Operators</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/google-search-commands-and-operators</id>
    <updated>2026-03-28T00:00:00+00:00</updated>
    <published>2026-03-28T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>Search dorking tips and tricks and how to the best from your search engine. Documented for archive purposes before AI takes over.</p>

<h2 id="precision-operators">Precision Operators</h2>

<ul>
  <li><strong><code class="language-plaintext highlighter-rouge">site:</code></strong> — Limits results to a specific website or domain (e.g. <code class="language-plaintext highlighter-rouge">site:gov vaccine</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">-site:</code></strong> — Excludes a specific site from results (e.g. <code class="language-plaintext highlighter-rouge">electric vehicles -site:Kia.com</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">"exact phrase"</code></strong> — Forces Google to match those exact words in that exact order</li>
  <li><strong><code class="language-plaintext highlighter-rouge">-word</code></strong> — Removes a word from results entirely (e.g. <code class="language-plaintext highlighter-rouge">jaguar -car</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">X..Y</code> (number range)</strong> — Filters by numerical range; works for prices, years, or any measurement (e.g. <code class="language-plaintext highlighter-rouge">laptop £500..£800</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">*</code> (wildcard)</strong> — Stands in for any missing word or phrase (e.g. <code class="language-plaintext highlighter-rouge">"the * of artificial intelligence"</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">AROUND(#)</code></strong> — Undocumented proximity operator; returns results where two terms appear within # words of each other (e.g. <code class="language-plaintext highlighter-rouge">climate AROUND(3) policy</code>)</li>
  <li><strong>Verbatim mode</strong> — Via Tools &gt; All Results &gt; Verbatim; disables synonym-swapping and personalisation, returns exactly what you typed</li>
</ul>

<h2 id="finding-primary-sources">Finding Primary Sources</h2>

<ul>
  <li><strong><code class="language-plaintext highlighter-rouge">filetype:</code></strong> — Returns only a specific file type (e.g. <code class="language-plaintext highlighter-rouge">filetype:pdf remote work productivity</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">intitle:"index of"</code></strong> — Surfaces open file directories on servers with directory listing enabled (e.g. <code class="language-plaintext highlighter-rouge">intitle:"index of" /pdf "media literacy"</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">before:</code> / <code class="language-plaintext highlighter-rouge">after:</code></strong> — Sets a date boundary on results (e.g. <code class="language-plaintext highlighter-rouge">mental health research after:2023</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">intitle:</code></strong> — Filters to pages where a phrase appears in the page title (e.g. <code class="language-plaintext highlighter-rouge">intitle:"media literacy"</code>)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">inurl:</code></strong> — Filters by text appearing in the URL (e.g. <code class="language-plaintext highlighter-rouge">inurl:gov intitle:"AI policy"</code>)</li>
</ul>

<h2 id="finding-real-human-opinions">Finding Real Human Opinions</h2>

<ul>
  <li><strong><code class="language-plaintext highlighter-rouge">"can anyone recommend"</code></strong> — Surfaces forum threads and community posts asking for genuine recommendations, bypassing SEO content</li>
  <li><strong><code class="language-plaintext highlighter-rouge">@reddit</code> (or other platform)</strong> — Biases results toward social/community discussions from that platform</li>
  <li><strong>Omitted results link</strong> — Click “include omitted results” at the bottom of a page; shows less-trafficked, less SEO-optimised sources</li>
</ul>

<h2 id="stacking-operators">Stacking Operators</h2>

<ul>
  <li>Combine multiple operators for precision (e.g. <code class="language-plaintext highlighter-rouge">filetype:pdf "information literacy" site:edu before:2015</code>)</li>
</ul>

<h2 id="fast-answer-shortcuts-type-directly-into-search-bar">Fast Answer Shortcuts (type directly into search bar)</h2>

<ul>
  <li><strong>Flight number</strong> (e.g. <code class="language-plaintext highlighter-rouge">UA 2157</code>) — Live gate, times, delay status, and real-time tracker</li>
  <li><strong>Package tracking number</strong> — Auto-detects UPS/FedEx/USPS format and shows live delivery status</li>
  <li><strong><code class="language-plaintext highlighter-rouge">run speed test</code></strong> — Measures download/upload speed in-browser, no third-party site needed</li>
  <li><strong><code class="language-plaintext highlighter-rouge">[thing] vs [thing]</code></strong> — Side-by-side comparison panel (works for food, software, medications, etc.)</li>
  <li><strong><code class="language-plaintext highlighter-rouge">define: [word]</code></strong> — Full dictionary definition plus etymology</li>
  <li><strong><code class="language-plaintext highlighter-rouge">how to pronounce [word]</code></strong> — Audio button and phonetic spelling</li>
  <li><strong><code class="language-plaintext highlighter-rouge">[food] calories</code></strong> — Nutritional information inline</li>
  <li><strong><code class="language-plaintext highlighter-rouge">sunrise [city]</code></strong> / <strong><code class="language-plaintext highlighter-rouge">sunset [city]</code></strong> — Exact times for any location</li>
  <li><strong><code class="language-plaintext highlighter-rouge">time in [city]</code></strong> — Current local time anywhere in the world</li>
  <li><strong><code class="language-plaintext highlighter-rouge">[amount] [currency] to [currency]</code></strong> — Live exchange rate</li>
  <li><strong><code class="language-plaintext highlighter-rouge">stock [ticker]</code></strong> — Live price chart with trading volume</li>
  <li><strong><code class="language-plaintext highlighter-rouge">tip for $[amount]</code></strong> — Tip calculator with percentage and split options</li>
  <li><strong><code class="language-plaintext highlighter-rouge">translate [phrase] to [language]</code></strong> — Full translation widget with audio</li>
  <li><strong><code class="language-plaintext highlighter-rouge">what is my IP</code></strong> — Returns your IP address immediately</li>
  <li><strong><code class="language-plaintext highlighter-rouge">random number between X and Y</code></strong> — Instant random number generator</li>
  <li><strong><code class="language-plaintext highlighter-rouge">color picker</code></strong> — Interactive colour wheel with hex and RGB codes</li>
  <li><strong><code class="language-plaintext highlighter-rouge">timer [X] minutes</code></strong> — Starts a countdown without leaving Google</li>
  <li><strong><code class="language-plaintext highlighter-rouge">metronome</code></strong> — Working, adjustable metronome</li>
  <li><strong><code class="language-plaintext highlighter-rouge">bubble level</code></strong> — Uses phone gyroscope as an actual level</li>
  <li><strong><code class="language-plaintext highlighter-rouge">breathing exercise</code></strong> — Guided timed breath pattern</li>
  <li><strong><code class="language-plaintext highlighter-rouge">what sound does a [animal] make</code></strong> — Plays actual audio</li>
  <li><strong><code class="language-plaintext highlighter-rouge">flip a coin</code></strong> / <strong><code class="language-plaintext highlighter-rouge">roll a die</code></strong> — Works as described</li>
  <li><strong>Any maths equation</strong> — Solved immediately in the search bar</li>
</ul>

<h2 id="image-search-tip">Image Search Tip</h2>

<ul>
  <li><strong>Tools &gt; Usage Rights</strong> — Filters image results to only those licensed for reuse (two clicks deep, easy to miss)</li>
</ul>

<p>Source: https://cardcatalogforlife.substack.com/p/google-has-a-secret-reference-desk
Author: cardcatalogforlife
Date: 2026-03-22</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-28, with 679 words.</p>
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  </entry>



<entry>
    <title type="text">[rss] TIL - The XY Problem</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/til-the-xy-problem</id>
    <updated>2026-03-27T00:00:00+00:00</updated>
    <published>2026-03-27T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <author>
      <name>Quoting xyproblem</name>
      <uri>https://xyproblem.info/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <h2 id="what-is-it">What is it?</h2>

  <p>The XY problem is asking about your attempted solution rather than your actual problem. This leads to enormous amounts of wasted time and energy, both on the part of people asking for help, and on the part of those providing help.</p>

  <ul>
    <li>User wants to do X.</li>
    <li>User doesn’t know how to do X, but thinks they can fumble their way to a solution if they can just manage to do Y.</li>
    <li>User doesn’t know how to do Y either.</li>
    <li>User asks for help with Y.</li>
    <li>Others try to help user with Y, but are confused because Y seems like a strange problem to want to solve.</li>
    <li>After much interaction and wasted time, it finally becomes clear that the user really wants help with X, and that Y wasn’t even a suitable solution for X.</li>
  </ul>

  <p>The problem occurs when people get stuck on what they believe is the solution and are unable step back and explain the issue in full.</p>

  <h2 id="what-to-do-about-it">What to do about it?</h2>

  <ul>
    <li>Always include information about a broader picture along with any attempted solution.</li>
    <li>If someone asks for more information, do provide details.</li>
    <li>If there are other solutions you’ve already ruled out, share why you’ve ruled them out. This gives more information about your requirements.</li>
  </ul>

  <p>Remember that if your diagnostic theories were accurate, you wouldn’t be asking for help right?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-27, with 233 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[rss] TIL - Centipede game theory</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/til-centipede-game-theory</id>
    <updated>2026-03-27T00:00:00+00:00</updated>
    <published>2026-03-27T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <author>
      <name>Quoting Wikipedia</name>
      <uri>https://en.wikipedia.org/wiki/Centipede_game</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In game theory, the centipede game, first introduced by Robert Rosenthal in 1981, is an extensive form game in which two players take turns choosing either to take a slightly larger share of an increasing pot, or to pass the pot to the other player.</p>

  <p>The payoffs are arranged so that if one passes the pot to one’s opponent and the opponent takes the pot on the next round, one receives slightly less than if one had taken the pot on this round, but after an additional switch the potential payoff will be higher.</p>

  <p>Therefore, although at each round a player has an incentive to take the pot, it would be better for them to wait. Although the traditional centipede game had a limit of 100 rounds (hence the name), any game with this structure but a different number of rounds is also called a centipede game.</p>

  <p>The unique sub-game perfect equilibrium and every Nash equilibrium of these games results in the first player taking the pot on the first round of the game; however, in empirical tests, relatively few players do so, and as a result, achieve a higher payoff than in the subgame perfect and Nash equilibria. These results are taken to show that subgame perfect equilibria and Nash equilibria fail to predict human play in some circumstances. The Centipede game is commonly used in introductory game theory courses…</p>
</blockquote>


          <p><center>***</center></p>
          <p> // Published 2026-03-27, with 233 words.</p>
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<entry>
    <title type="text">[post] Apple’s iOS 26.4 update adds age verification in the UK</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-s-ios-26.4-update-adds-age-verification-in-the-uk"/>
    <id>/apple’s-ios-26.4-update-adds-age-verification-in-the-uk</id>
    <updated>2026-03-26T00:00:00+00:00</updated>
    <published>2026-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Verge</name>
      <uri>https://www.theverge.com/tech/900284/apple-ios-26-4-uk-age-verification</uri>
    </author>
    <content type="html"><![CDATA[<p>My account is old enough to verify my age, so this was pretty seamless and didn’t require sending any information Apple didn’t already have.</p>

<p>However, I am not a fan over the continuous tightening of access to information caused by regulations for those who will not or cannot provide suitable ID to a corporation.</p>

<blockquote>
  <p>Apple now requires users in the UK to verify their age with the launch of iOS 26.4. In <a href="https://support.apple.com/en-gb/126788">a support page on Apple’s website</a>, the company says users must confirm that they’re over 18 to “use certain services or features, or take certain actions on their account.”</p>

  <p>UK users can confirm their age by scanning their ID or using a credit card. If a user already has an Apple account, the company may use a linked payment method to verify that they’re over 18. Otherwise, Apple will automatically enable child safety protections</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-26, with 149 words.</p>
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  </entry>



<entry>
    <title type="text">[post] Effective Apologies</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/effective-apologies"/>
    <id>/effective-apologies</id>
    <updated>2026-03-26T00:00:00+00:00</updated>
    <published>2026-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Vlad-Stefan Harbuz</name>
      <uri>https://vlad.website/apologies/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>There are bad apologies, and good apologies. I think an effective apology is one that communicates our feelings accurately to the person we have wronged, and that enables them to forgive us for our transgression so that the relationship can be repaired. The best resource I know of for figuring out how to make a good apology is a 2009 literature review by Kirchhoff, Strack and Jäger, in which they identified 10 components of effective apologies. Obviously, this does not mean that an apology should be formulaic, but rather that it is usually more effective when it includes more of these components. A more severe offence usually warrants a more complex apology involving more of the components. On the other hand, a complex apology might seem “too much” when used for a trivial offence, for which a simple apology might be more appropriate.</p>

  <p>The components, as I understand them, are:</p>

  <ul>
    <li>Making it clear that you’re apologising “I want to apologise”</li>
    <li>Naming the offence “What I did was…”</li>
    <li>Taking responsibility “I am responsible for what happened”</li>
    <li>Explaining the cause, without making excuses “I have an issue where I…”</li>
    <li>Sincerely expressing remorse “I feel bad about…”</li>
    <li>Addressing the other’s emotions “I can imagine that you felt hurt…”</li>
    <li>Admitting fault “I shouldn’t have done this”</li>
    <li>Promising forbearance “I don’t want to do this again”</li>
    <li>Offering reparation “I will make it up to you by…”</li>
    <li>Requesting acceptance “I hope you can forgive me”</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-26, with 243 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[film] The Fall Guy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1684562"/>
    <id></id>
    <updated>2026-03-25T00:00:00+00:00</updated>
    <published>2026-03-25T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Fall Guy (2024)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2026-03-25</p>
      <p><a href="https://www.imdb.com/title/TT1684562/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] Pompidou Section 2  - Ways and Means</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/pompidou-section-2-ways-and-means</id>
    <updated>2026-03-24T00:00:00+00:00</updated>
    <published>2026-03-24T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>By adding a new collection called ways to my <code class="language-plaintext highlighter-rouge">_config.yml</code> and a <code class="language-plaintext highlighter-rouge">_ways</code> folder to my repo and ensuring it’s included in the build. I have essentially added a different post type. Those familiar with WordPress will understand what this means. Effectively a new taxonomy for other content types.</p>

<p>It’s really easy in Jekyll as it’s just yaml config and files.</p>

<p>I now have 3 post types.</p>

<ul>
  <li><strong>Posts</strong>; these are just regular blog posts. Visible on the website and the main RSS feed.with sub-types for quotes/link posts, music posts, regular blog posts etc.</li>
  <li><strong>RSS</strong>; these are visible only on the RSS only feed, are not published on the website nor the main feed.</li>
  <li><strong>Ways</strong>; these are like regular posts and use the same template they are published on the website but not in any RSS feeds.</li>
</ul>

<p>Ways are a how-to guide on various topics. They link to online manuals where they exist, and typically have numbered list of steps to follow such as fixing my Apple TV remote volume when it disconnects randomly, how to connect my Bluetooth mouse and my backup Bluetooth mouse, how to run my site locally and that sort of thing.</p>

<p>With my <a href="/disability">health and disability</a> issues this is my go to place as my memory and cognitive function worsens.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-24, with 221 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Incidence of ME peaks in adolescence or early middle age</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/incidence-of-me-peaks-in-adolescence-or-early-middle-age-institute-of-genetics-and-cancer-institute-of-genetics-and-cancer"/>
    <id>/incidence-of-me-peaks-in-adolescence-or-early-middle-age-institute-of-genetics-and-cancer-institute-of-genetics-and-cancer</id>
    <updated>2026-03-24T00:00:00+00:00</updated>
    <published>2026-03-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Institute of Genetics and Cancer</name>
      <uri>https://institute-genetics-cancer.ed.ac.uk/incidence-of-me-peaks-in-adolescence-or-early-middle-age</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The study, led by researchers at the Institute of Genetics and Cancer, examined survey data from more than 9,000 people with Myalgic Encephalomyelitis or Chronic Fatigue Syndrome (ME/CFS) across ten European countries.</p>

  <p>They found an early onset peak at an average of age 16, and a later one at an average of 37 years old, with seven of the countries showing similar onset peaks individually.</p>

  <p>People with early-onset ME/CFS were more likely to report infection as a trigger, be more severely affected and have close relatives with ME/CFS.</p>

  <p>The researchers confirmed the presence of two age peaks in a separate group of more than 6,000 people with ME/CFS who took part in DecodeME, a large UK genetics study of the disease.</p>

</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-24, with 123 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Mar 2026</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-mar-2026"/>
    <id>/monthly-mixtape-mar-2026</id>
    <updated>2026-03-24T00:00:00+00:00</updated>
    <published>2026-03-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2026-03.png" alt="Monthly Mixtape 2026-03" /></p>

<ol>
  <li>Cry Yourself to Sleep - The Charlatans</li>
  <li>go steady - TENDER</li>
  <li>Forever and Ever - Boogie Belgique</li>
  <li>De la part des copains - The Limiñanas</li>
  <li>4 Minute Warning - Radiohead</li>
  <li>I Know It’s Over - The Smiths</li>
  <li>It’s the End of the World As We Know It (and I Feel Fine) - R.E.M.</li>
  <li>Jet Pilot - System Of A Down</li>
  <li>A Favor House Atlantic - Coheed and Cambria</li>
  <li>Tie You To Me - Skywatchers</li>
  <li>Sunrise - Pulp</li>
  <li>The Boy with the Thorn In His Side - The Smiths</li>
  <li>Undone - Heidi Curtis</li>
  <li>Whatever Happened - Radio Moscow</li>
  <li>Good Love - Zola Blood</li>
  <li>The Suffering - Coheed and Cambria</li>
  <li>Bandung Hum - Black Rebel Motorcycle Club</li>
  <li>Improv - JJ72</li>
  <li>You’ll Be The Proof - Forest Blakk &amp; Joy Williams</li>
  <li>Interesting Drug - Morrissey</li>
  <li>Take Comfort - The Cooper Temple Clause</li>
  <li>Dancing With The Europeans - Suede</li>
  <li>Stay Out Of Place - Idlewild</li>
  <li>Kai Dao - GoGo Penguin</li>
  <li>Cocktails and Gold - Kick Up the Fire</li>
  <li>I Wish I Wrote It Down - Idlewild</li>
  <li>Pacing - Radio Moscow</li>
  <li>Love at First Sight Blues - Mr. David Viner</li>
  <li>When you are a King - Paul Weller</li>
  <li>Disposable Teens - Marilyn Manson</li>
  <li>British Bombs - Declan McKenna</li>
  <li>By the Sea - Suede</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-24, with 232 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Swansea man was active but now he can&apos;t walk or talk at 28</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/swansea-man-was-active-but-now-he-can't-walk-or-talk-at-28"/>
    <id>/swansea-man-was-active-but-now-he-can&apos;t-walk-or-talk-at-28</id>
    <updated>2026-03-23T00:00:00+00:00</updated>
    <published>2026-03-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting BBC</name>
      <uri>https://www.bbc.co.uk/news/articles/cpv8e71p3evo</uri>
    </author>
    <content type="html"><![CDATA[<p>Decent outline of ME here and the devastating impact it can have.</p>

<p>Yet, nothing new here for anyone who has read others. still little to no action.</p>

<blockquote>
  <p>Tomos is one of thousands with the condition in Wales who campaigners say are “invisible”, with healthcare services described as “a desert” for those most severely affected.</p>

  <p>The Welsh government said proposals for an all‑Wales specialist, an expert group and national standards were being “actively considered”.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-23, with 75 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] TIL - XSLT support ends November 2026</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/til-2046</id>
    <updated>2026-03-22T00:00:00+00:00</updated>
    <published>2026-03-22T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>TIL XSLT support ends November 2026</p>

<blockquote>
  <p><a href="https://developer.chrome.com/docs/web-platform/deprecating-xslt?ref=links.supply">Chromium</a> has officially deprecated XSLT, including the <a href="https://developer.mozilla.org/docs/Web/API/XSLTProcessor">XSLTProcessor</a> JavaScript API and the <a href="https://en.wikipedia.org/wiki/Processing_Instruction#:%7E:text=%3C%3Fxml%2Dstylesheet%20type%3D%22text/xsl%22">XSLT processing instruction</a>. We intend to remove support from version 158 (November 17, 2026). The <a href="https://github.com/mozilla/standards-positions/issues/1287#issuecomment-3227145793">Firefox</a> and <a href="https://github.com/whatwg/html/issues/11523#issuecomment-3149280766">WebKit</a> projects have also indicated plans to remove XSLT from their browser engines.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-22, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] Spotted slash green in the wild</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/spotted-green-in-the-wild</id>
    <updated>2026-03-22T00:00:00+00:00</updated>
    <published>2026-03-22T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>Was casually browsing the indie web clicking from link to link and came across a <a href="https://jaspermayone.com/green">green slash page in the wild</a>.</p>

<p>It made me smile, having been the creator of such on my <a href="https://thechels.uk/green">site</a> and getting it on to <a href="https://slashpages.net">Slash Pages</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-22, with 44 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] PC Gamer loads half a gigabyte of ads</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pc-gamer-loads-half-a-gigabyte-of-ads"/>
    <id>/pc-gamer-loads-half-a-gigabyte-of-ads</id>
    <updated>2026-03-22T00:00:00+00:00</updated>
    <published>2026-03-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Stuart Breckenridge</name>
      <uri>https://stuartbreckenridge.net/2026-03-19-pc-gamer-recommends-rss-readers-in-a-37mb-article/</uri>
    </author>
    <content type="html"><![CDATA[<p>The developers who build this should be ashamed.</p>

<p>Free the web. RSS forever.</p>

<blockquote>
  <p>A whopping 37MB webpage on initial load. But that’s not the worst part. In the five minutes since I started writing this post the website has downloaded almost half a gigabyte of new ads.</p>

  <p>We’re lucky to have so many good RSS readers that cut through this nonsense</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-22, with 63 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Abigail</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT27489557"/>
    <id></id>
    <updated>2026-03-21T00:00:00+00:00</updated>
    <published>2026-03-21T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Abigail (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2026-03-21</p>
      <p><a href="https://www.imdb.com/title/TT27489557/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] S.W.A.T.: Under Siege</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6014472"/>
    <id></id>
    <updated>2026-03-21T00:00:00+00:00</updated>
    <published>2026-03-21T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>S.W.A.T.: Under Siege (2017)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2026-03-21</p>
      <p><a href="https://www.imdb.com/title/TT6014472/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] New York Times and the 49MB Web Page</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/new-york-times-and-the-49mb-web-page"/>
    <id>/new-york-times-and-the-49mb-web-page</id>
    <updated>2026-03-21T00:00:00+00:00</updated>
    <published>2026-03-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting thatshubham</name>
      <uri>https://thatshubham.com/blog/news-audit</uri>
    </author>
    <content type="html"><![CDATA[<p>Around 1800 files make up the total of this website and is a total of 41.5 megabytes on disk. My homepage is a request that is a mere 0.559 megabytes and incredibly around 0.01 megabytes on second load, due to the caching of assets. This is according to Chromium dev tools.</p>

<p>Given my website is deployed as just html, css and a very very small amount of JavaScript (for theming, pwa offline usage) it costs nothing and can handle load.</p>

<blockquote>
  <p>I went to the New York Times to glimpse at four headlines and was greeted with 422 network requests and 49 megabytes of data. It took two minutes before the page settled. And then you wonder why every sane tech person has an adblocker installed on systems of all their loved ones.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-21, with 134 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] TIL - London Eye Is not actually British.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/til-london-eye-is-not-actually-british</id>
    <updated>2026-03-19T00:00:00+00:00</updated>
    <published>2026-03-19T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>It is owned by a pension firm (Canada), Blackstone (US), and the parent company of Lego (Denmark)</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-19, with 17 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] New Drafts action - Google search</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/new-drafts-action-google-search</id>
    <updated>2026-03-19T00:00:00+00:00</updated>
    <published>2026-03-19T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>I’ve just published a new Drafts action that searches Google with the selected text, the url gets <code class="language-plaintext highlighter-rouge">&amp;udm=14</code> appended to remove the AI overview. That is all.</p>

<p><a href="https://directory.getdrafts.com/a/24h">Available here</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-19, with 32 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] NetNewsWire theme for thechelsuk V1</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/netnewswire-theme</id>
    <updated>2026-03-19T00:00:00+00:00</updated>
    <published>2026-03-19T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>If you use NetNewsWire, you can use my <a href="netnewswire://theme/add?url=https://github.com/thechelsuk/uk.thechels.themes.nnw/raw/main/dist//thechelsuk.nnwtheme_v1.zip">thechelsuk theme</a> based on the light and alt themes on this site, adjusted to match the light and darkness of the app. Just click the link on your device that has NNW installed and follow the prompts to install the theme. It’s free and open source, and you can find the source code on <a href="https://github.com/thechelsuk/uk.thechels.themes.nnw">GitHub</a> and also download a zip file there.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-19, with 72 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Empty Stands - Fans with ME+</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/empty-stands-fans-with-me+"/>
    <id>/empty-stands---fans-with-me+</id>
    <updated>2026-03-19T00:00:00+00:00</updated>
    <published>2026-03-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Empty Stands</name>
      <uri>https://emptystands.me/en/</uri>
    </author>
    <content type="html"><![CDATA[<p>Love this.</p>

<blockquote>
  <p>We are Empty Stands – a support group of football fans from Germany, Austria and Switzerland so far living with ME/CFS (Myalgic Encephalomyelitis/Chronic Fatigue Syndrome), Long COVID and Post-Vac.</p>

  <p>Due to our disease, we can only express our passion for football to a very limited extent. Some of us are occasionally able to attend matches in the stadium, but we often have to accept a deterioration in our condition (“crash”) in the following days. However, for most of us going to stadiums remains just a dream. Some of us no longer even have the energy to watch our clubs’ matches on TV or listen to them on the radio.</p>

  <p>We are currently organizing campaigns with various fan groups in support of the ME/CFS Research Foundation to raise more awareness and funding for ME/CFS research. As football is our shared passion, we want to use it to raise awareness of the disease, encourage donations and to voice our demands to the public.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-19, with 165 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Trump Paradox</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-trump-paradox"/>
    <id>/the-trump-paradox</id>
    <updated>2026-03-19T00:00:00+00:00</updated>
    <published>2026-03-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Economist</name>
      <uri>https://www.economist.com/united-states/2026/03/18/how-the-iran-war-is-hurting-donald-trump</uri>
    </author>
    <content type="html"><![CDATA[<p>Move over Pareto Principle there is a new <em>king</em> in town</p>

<blockquote>
  <p>Although President Donald Trump says he has “destroyed 100% of Iran’s Military Capability”, the 0% that remains is playing havoc with the global economy by choking off 10-15% of its oil supply.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-19, with 45 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Every layer of review makes you 10x slower</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/every-layer-of-review-makes-you-10x-slower"/>
    <id>/every-layer-of-review-makes-you-10x-slower</id>
    <updated>2026-03-17T00:00:00+00:00</updated>
    <published>2026-03-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Apenwarr</name>
      <uri>https://apenwarr.ca/log/20260316</uri>
    </author>
    <content type="html"><![CDATA[<p>That’s because most teams are doing engineering wrong.</p>

<p>The handover to a peer for review is a falsehood. PRs were designed for open source projects to gate keep public contributors.</p>

<p>Teams should be doing trunk-based development, group/mob programming and one piece flow.</p>

<p>Speed is only one measure and AI is pushing this further to an extreme with the volume of change and more code.</p>

<p>The quality aspect is missing here.</p>

<p>Speed without quality is a fallacy and it will haunt us.</p>

<p>Don’t focus on speed alone, and the need to always be busy and picking up the next item - focus on quality and throughput keeping work in progress to a minimum (1). Deliver meaningful reasoned changed as a team, together.</p>

<blockquote>
  <p>Every layer of review makes you 10x slower</p>

  <p>We’ve all heard of those network effect laws: the value of a network goes up with the square of the number of members. Or the cost of communication goes up with the square of the number of members, or maybe it was n log n, or something like that, depending how you arrange the members. Anyway doubling a team doesn’t double its speed; there’s coordination overhead. Exactly how much overhead depends on how badly you botch the org design.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-17, with 210 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Meta is to lay off 20% of Its staff shocker</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/meta-is-to-lay-off-20-of-its-staff-shocker"/>
    <id>/meta-is-to-lay-off-20%-of-its-staff-shocker</id>
    <updated>2026-03-16T00:00:00+00:00</updated>
    <published>2026-03-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Nick Hear</name>
      <uri>https://pxlnv.com/linklog/reuters-meta-layoffs-rumour/</uri>
    </author>
    <content type="html"><![CDATA[<p>Because they over hired and want to spend the money on data centres for AI of course.</p>

<p>At this point the only way anyone should join Meta is with a healthy signing-on bonus and large salary. I wouldn’t be looking at any stock options or promises that could be lost with redundancy or exit (particularly on UK employment laws)</p>

<blockquote>
  <p>I do not know what is the right number of staff to run Meta’s operations but, whatever it is, there has to be a better way of figuring it out than by luring tens of thousands of people to work for you with promises of a huge salary and benefits, then upending their lives some time later. They have rent or a mortgage; they might have a family depending on their income; their ability to remain in a country may depend on their having a job. Perhaps it could be beneficial for staff to bargain with their company in a more collective manner.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-16, with 164 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] War Machine</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15940132"/>
    <id></id>
    <updated>2026-03-15T00:00:00+00:00</updated>
    <published>2026-03-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>War Machine (2025)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2026-03-15</p>
      <p><a href="https://www.imdb.com/title/TT15940132/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] It has happened again LC 26 Edition</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/it-has-happened-again-LC-26-edition</id>
    <updated>2026-03-15T00:00:00+00:00</updated>
    <published>2026-03-15T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>Chelsea Women 2-0 Manchester United Women.</p>

<p>League Cup winners 2026.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-15, with 10 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] RSS dulls the pain of the modern web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rss-dulls-the-pain-of-the-modern-web"/>
    <id>/rss-dulls-the-pain-of-the-modern-web</id>
    <updated>2026-03-15T00:00:00+00:00</updated>
    <published>2026-03-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2026/03/09/rss_in_2026/</uri>
    </author>
    <content type="html"><![CDATA[<p>Nice editorial from The Register on finding RSS again</p>

<blockquote>
  <p>One of the snags of reporting on the tech sector is tackling the constant stream of announcements of radical new technology that is going to change everything. Another, of course, is trying to find out about them via websites in the 2020s, where even with an in-browser ad-blocker, plus a network one too, and an anti-cookie warning extension, many websites are still horribly cluttered.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-15, with 75 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Struggling with AI coding agents</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/struggling-with-ai-coding-agents"/>
    <id>/struggling-with-ai-coding-agents</id>
    <updated>2026-03-15T00:00:00+00:00</updated>
    <published>2026-03-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Justin Jackson</name>
      <uri>https://justinjackson.ca/llm-struggles</uri>
    </author>
    <content type="html"><![CDATA[<p>More on the overwhelm…</p>

<blockquote>
  <p>I think I’m officially overwhelmed by the number of people sharing their bespoke Claude Code plugins, skills, agents.md, harness, etc., on social media. Everyone has a system. All I want is something simple that actually works.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-15, with 42 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Sunsetting Jazzband in the Slopocalypse</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sunsetting-jazzband-in-the-slopocalypse"/>
    <id>/sunsetting-jazzband-in-the-slopocalypse</id>
    <updated>2026-03-15T00:00:00+00:00</updated>
    <published>2026-03-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jannis Leidel</name>
      <uri>https://jazzband.co/news/2026/03/14/sunsetting-jazzband</uri>
    </author>
    <content type="html"><![CDATA[<p>Pull Requests were invented for open source to manage the contributions of outsiders - a gate to accept or decline contributions of eager supporters or devs.</p>

<p>Actual teams should be doing trunk-based development, with one-piece flow so PRs are only really a trigger for some automation or for teams that are too large.</p>

<p>GitHub’s kill switch whilst pushing Copilot everywhere is an interesting choice. I’m  not sure what the answer is, other than devs or wannabe devs have respect for the rules of engagement; contributing or code of conduct docs. But I wonder how many are fake accounts from state sponsored actors to try and push backdoors by overloading on the noise vs signal. Almost psychological warfare by overwhelm.</p>

<p>Engineering might be dead, at least for the open source community, yet I still find AI useful for small and simple changes I cannot remember how to do. It has value but not at this extreme.</p>

<p>I fear it’ll get worse.</p>

<blockquote>
  <p>GitHub’s slopocalypse- the flood of AI-generated spam PRs and issues – has made Jazzband’s model of open membership and shared push access untenable.</p>

  <p>Jazzband was designed for a world where the worst case was someone accidentally merging the wrong PR. In a world where only 1 in 10 AI-generated PRs meets project standards, where curl had to shut down its bug bounty because confirmation rates dropped below 5%, and where GitHub’s own response was a kill switch to disable pull requests entirely - an organization that gives push access to everyone who joins simply can’t operate safely anymore.</p>
</blockquote>

<p>Captured: 2026-03-15</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-15, with 262 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Confidential health records UK BioBank exposed</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/confidential-health-records-uk-biobank-exposed"/>
    <id>/confidential-health-records-uk-biobank-exposed</id>
    <updated>2026-03-14T00:00:00+00:00</updated>
    <published>2026-03-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Guardian</name>
      <uri>https://www.theguardian.com/science/2026/mar/14/confidential-health-records-exposed-online-uk-biobank</uri>
    </author>
    <content type="html"><![CDATA[<p>This is fine.</p>

<blockquote>
  <p>UK Biobank, which holds the medical records of 500,000 British volunteers, is one of the world’s most comprehensive stores of health information and is credited with driving breakthroughs in cancer, dementia and diabetes research. But scientists approved to access Biobank’s sensitive data appear to have sometimes been cavalier about its security.</p>
</blockquote>

<hr />

<blockquote>
  <p>Last month, the government extended Biobank’s access to volunteers’ GP records.</p>
</blockquote>

<hr />

<blockquote>
  <p>The issue emerged because journals and funders increasingly require researchers to publish the code they have used to analyse large datasets. When intending to upload code, some researchers have also accidentally published partial or entire Biobank datasets to GitHub, a popular online code-sharing platform. UK Biobank prohibits researchers from sharing data outside their systems and says it has introduced further training for all researchers.</p>
</blockquote>

<blockquote>
  <p>In the past year, the data leaks appear to have become a more urgent concern to UK Biobank. Between July and December 2025, it issued 80 legal notices to GitHub, which has complied with requests to remove data from the internet. Yet much still remains available.</p>
</blockquote>

<blockquote>
  <p>The spokesperson added that Biobank had taken extensive measures to protect participants’ privacy, including proactively searching GitHub, contacting researchers directly and issuing legal takedown notices, actions which they said had led to about 500 repositories being removed. Many of these, it said, contained only patient IDs, not health data.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-14, with 238 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] My Disability</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/my-disability"/>
    <id>/my-disability</id>
    <updated>2026-03-14T00:00:00+00:00</updated>
    <published>2026-03-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>After learning about the IndieWeb <a href="https://slashpages.net">slash pages</a> idea had a <a href="https://slashpages.net/#disability">disability</a> slash, I thought about writing up my own.</p>

<p>In truth the page has been published for several weeks and it’s had 17 edits and I think now, finally, it conveys things accurately and is typo free. No doubt I’ll find more and will add more as these horrible things evolve.</p>

<p>You can <a href="/disability">read about ME and MCAS here</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-14, with 72 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Optimizing Content for Agents</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimizing-content-for-agents"/>
    <id>/optimizing-content-for-agents</id>
    <updated>2026-03-14T00:00:00+00:00</updated>
    <published>2026-03-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting David Cramer</name>
      <uri>https://cra.mr/optimizing-content-for-agents/</uri>
    </author>
    <content type="html"><![CDATA[<p>The new SEO is giving agents data in a format that works. I am a big fan of markdown and favour text over static site generators like Jekyll over huge bloated JavaScript frameworks.</p>

<blockquote>
  <p>The implementation today is simple: content negotiation. When a request comes in with <code class="language-plaintext highlighter-rouge">Accept: text/markdown</code>, you can confidently assume you have an agent. That’s your hook, and now it’s just up to you how you optimize it.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-14, with 74 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] WordPress debuts a private workspace in your browser</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/wordpress-debuts-a-private-workspace-that-runs-in-your-browser"/>
    <id>/wordpress-debuts-a-private-workspace-that-runs-in-your-browser</id>
    <updated>2026-03-13T00:00:00+00:00</updated>
    <published>2026-03-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting TechCrunch</name>
      <uri>https://techcrunch.com/2026/03/11/wordpress-debuts-a-private-workspace-that-runs-in-your-browser-via-a-new-service-my-wordpress-net/</uri>
    </author>
    <content type="html"><![CDATA[<p>15 year’s ago this would have been very useful as a developer using WordPress as an engine for a heavily modified and custom plugin extended website for testing and raid development, but today…</p>

<p>Not so much <code class="language-plaintext highlighter-rouge">Bundle exec Jekyll serve</code> does it all these days</p>

<blockquote>
  <p>WordPress’s publishing software can now run entirely in the web browser, the organization behind the open source publishing software <a href="https://wordpress.org/news/2026/03/announcing-my-wordpress/">announced</a> on Wednesday. Through a new service called <a href="https://my.wordpress.net/">my.WordPress.net</a>, the WordPress software lets users set up a site and begin publishing without signing up, setting up a hosting plan, or registering a domain. Instead, the new solution leverages the same technology that powers WordPress demos and makes it available as a permanent, personal publishing platform.</p>

  <p>There is a big caveat to running WordPress this way: The sites set up on my.WordPress.net are private by default and not accessible from the public internet.</p>

  <p>“They aren’t optimized for traffic, discovery, or presentation, and they don’t need to be,” a <a href="https://wordpress.org/news/2026/03/announcing-my-wordpress/">blog post</a>introducing the new service explains. “Instead, WordPress becomes a personal environment where ideas can exist before they are ready to be shared, or where they may never be shared at all.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-13, with 200 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Is the US a Terrorist organisation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/is-the-us-a-terrorist-organisation"/>
    <id>/is-the-us-a-terrorist-organisation</id>
    <updated>2026-03-12T00:00:00+00:00</updated>
    <published>2026-03-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>According to the <a href="https://www.cps.gov.uk/types-crime/terrorism">Terrorism Act</a> on the UK Government’s Crown Prosecution Service Website;</p>

<blockquote>
  <p>The Terrorism Act 2000 defines terrorism, both in and outside of the UK, as the use or threat of one or more of the actions listed below, and where they are designed to influence the government, or an international governmental organisation or to intimidate the public. The use or threat must also be for the purpose of advancing a political, religious, racial or ideological cause.</p>
</blockquote>

<p>Those actions are:</p>

<ul>
  <li>serious violence against a person;</li>
  <li>serious damage to property;</li>
  <li>endangering a person’s life (other than that of the person committing the action);</li>
  <li>creating a serious risk to the health or safety of the public or a section of the public; and</li>
  <li>action designed to seriously interfere with or seriously to disrupt an electronic system</li>
</ul>

<p>Killing the adversarial leader and family members, 160 odd people, mostly children on day one, the oil rain will cause the potential for decades of ill health woukd seem to meet many if not all of the criteria.</p>

<p>And then here is a news article  from the <a href="https://www.theguardian.com/world/2026/mar/03/us-israel-iran-war-christian-rhetoric">Guardian</a> about religious ideology being invoked by commanders in the US.</p>

<blockquote>
  <p>US military commanders have been invoking extremist Christian rhetoric about biblical “end times” to justify involvement in the Iran war to troops, according to complaints made to a watchdog group.</p>

  <p>The Military Religious Freedom Foundation (MRFF) says it has received <a href="https://www.militaryreligiousfreedom.org/2026/03/mrff-inundated-with-complaints-of-gleeful-commanders-telling-troops-iran-war-is-part-of-gods-divine-plan-to-usher-in-the-return-of-jesus-christ/">more than 200 complaints</a> from service members across all branches of the armed forces, including the marines, air force and space force.</p>

  <p>One complainant, identified as a noncommissioned officer (NCO) in a unit that could be deployed “at any moment to join” operations against Iran, told MRFF in a complaint viewed by the Guardian that their commander had “urged us to tell our troops that this was ‘all part of God’s divine plan’ and he specifically referenced numerous citations out of the Book of Revelation referring to Armageddon and the imminent return of Jesus Christ”.</p>
</blockquote>

<p>Just a reminder that the line is <em>The threat must be for the purpose of advancing a religious cause</em></p>

<p>The answer seems quite clear, before there is any talk about whether a preemptive attack by the US and Israel is a war crime or not or whether the death of inordinate number of protestors warrants such an approach.</p>

<p>Apropos or nothing, 50% of oil and gas profits go to the top 1%.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-12, with 409 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cybaa adds web dependency intelligence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cybaa-adds-web-dependency-intelligence"/>
    <id>/cybaa-adds-web-dependency-intelligence</id>
    <updated>2026-03-11T00:00:00+00:00</updated>
    <published>2026-03-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Joe Tiedeman (Cybaa.io)</name>
      <uri>https://cybaa.io/blog/2026-03-10/changelog-2026-01-2026-02</uri>
    </author>
    <content type="html"><![CDATA[<p>Use the free tools and then subscribe.</p>

<blockquote>
  <p>We are really excited to bring you Security Header monitoring and Web Dependency Intelligence built in to our Domain Monitoring product, a HUGE update to our External Attack Surface Management (EASM) tooling. With the decomissioning of the NCSC’s Web Check service looming, we wanted to make sure that we bolster our ASM offering with plenty more coming over the next few months!</p>
</blockquote>

<p>…</p>

<blockquote>
  <p>releasing monitoring and detection of JavaScript libraries, along with known vulnerabilities for those libraries. We use deterministic hashes, probabilistic signatures, and banner detection to identify libraries. In fact, we have over 6.7 million files hashed from 22000 versions of over 4500 libraries that we can definitively identify. Where we can’t find a match for the hash, we then fall back to signatures of file content and banner detection, with an appropriate confidence rating for the identification.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-11, with 150 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pod Seek is a new product by Castro</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pod-seek-is-a-new-product-by-castro"/>
    <id>/pod-seek-is-a-new-product-by-castro</id>
    <updated>2026-03-11T00:00:00+00:00</updated>
    <published>2026-03-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/pod-seek</uri>
    </author>
    <content type="html"><![CDATA[<p>I’ve given this a go and have found a couple of new podcasts to subscribe to. I appreciate keeping Castro “pure” and this experiment being adjacent to the app I love.</p>

<p>Castro seems in <a href="https://thechels.uk/castro-adds-device-sync">safe</a> <a href="https://thechels.uk/castro-podcast-app-is-back">hands</a>, <a href="https://thechels.uk/castro-new-pricing-under-new-ownership">finally</a>.</p>

<blockquote>
  <p>Today we’re introducing <a href="https://apps.apple.com/app/apple-store/id6752532969?pt=126811150&amp;ct=announcement_post&amp;mt=8">Pod Seek</a>, a podcast app for iOS heavily focused on discovery and recommendations. It learns what you like and has become my favorite way to find new podcasts. The recommendations are already very good and getting better. Pod Seek also uses Apple’s foundation models to let you ask questions about podcasts before you commit to subscribing. We’re starting with trailers, and we have a lot more planned. Here’s a sample of the experience:</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-11, with 119 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] OSINT Tools</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/osint-tools"/>
    <id>/osint-tools</id>
    <updated>2026-03-09T00:00:00+00:00</updated>
    <published>2026-03-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Broad open source intelligence tool link list</p>

<h2 id="lookups-and-images">Lookups and Images</h2>

<ul>
  <li><a href="https://searchforfaces.com">Search for Faces</a></li>
  <li><a href="https://whatsmynameapp.net/">Search for Name</a></li>
  <li><a href="https://carnet.ai">Identify car model</a></li>
  <li><a href="https://mattw.io/youtube-geofind/location">YouTube GeoFind</a></li>
  <li><a href="https://tineye.com">TinEye Reverse Image Search</a></li>
  <li><a href="https://www.group-ib.com/resources/knowledge-hub/google-dorks/">Google Dorking</a></li>
</ul>

<h2 id="data">Data</h2>

<ul>
  <li><a href="https://oilprice.com">Oil Prices</a></li>
  <li><a href="https://www.gov.uk/">Gov.uk</a></li>
  <li><a href="https://www.mi5.gov.uk/">MI5 Threat level</a></li>
  <li><a href="https://databreaches.net/">Data Breaches</a></li>
</ul>

<h2 id="websites-email-and-technology">Websites Email and Technology</h2>

<ul>
  <li><a href="https://cybaa.io">Domain Monitoring - Cybaa</a></li>
  <li><a href="https://dnshistory.org">DNS History</a></li>
  <li><a href="https://mxtoolbox.com/SuperTool.aspx">Email Sec - MX Toolbox</a></li>
  <li><a href="https://builtwith.com">Built With Technology</a></li>
  <li><a href="httpsn://haveibeenpwned.com">Passwords - Have I Been Pwned</a></li>
</ul>

<h2 id="maps">Maps</h2>

<ul>
  <li><a href="https://health.liveuamap.com/">Live Events - UA Maps</a></li>
  <li><a href="https://www.tzevaadom.co.il/en/">Missile/Drone - Red Alerts</a></li>
  <li><a href="https://www.flightradar24.com/29.76,39.82/7">Flight Radar 24</a></li>
  <li><a href="https://globe.adsbexchange.com">Flights</a></li>
  <li><a href="https://www.marinetraffic.com/en/ais/home/centerx:55.2/centery:22.5/zoom:6">Marine Traffic</a></li>
  <li><a href="https://wigle.net/">Wifi Routers - Wigle.net</a></li>
  <li><a href="https://www.shodan.io">IOT Search - Shodan.io</a></li>
</ul>

<h2 id="privacy--defensive-tools">Privacy &amp; Defensive Tools</h2>

<ul>
  <li><a href="https://search.google.com/search-console/remove-outdated-content">Google - Remove outdated content</a></li>
  <li><a href="https://search.google.com/search-console/report-spam">Google - Report Spam</a></li>
  <li><a href="https://www.bing.com/webmasters/tools/contentremoval">Bing - Content Removal</a></li>
  <li><a href="https://shop.thechels.uk/l/reddit-delete">Reddit Posts &amp; Comments  Remover</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-09, with 147 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] The Last Voyage of the Demeter</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1001520"/>
    <id></id>
    <updated>2026-03-08T00:00:00+00:00</updated>
    <published>2026-03-08T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Last Voyage of the Demeter (2023)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2026-03-08</p>
      <p><a href="https://www.imdb.com/title/TT1001520/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] I.S.S</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13655120"/>
    <id></id>
    <updated>2026-03-08T00:00:00+00:00</updated>
    <published>2026-03-08T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>I.S.S (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2026-03-08</p>
      <p><a href="https://www.imdb.com/title/TT13655120/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] Public TestFlights</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/public-testflights</id>
    <updated>2026-03-08T00:00:00+00:00</updated>
    <published>2026-03-08T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>My iOS apps gave public TestFlights open. If you want to try them out, just click the links below on your iOS device and follow the prompts to install the TestFlight app and then the app itself.</p>

<h2 id="engman">Engman</h2>

<ul>
  <li><a href="https://testflight.apple.com/join/Q3KGVsau">https://testflight.apple.com/join/Q3KGVsau</a></li>
</ul>

<h2 id="hiyd">Hiyd</h2>

<ul>
  <li><a href="https://testflight.apple.com/join/nvCzFTHT">https://testflight.apple.com/join/nvCzFTHT</a></li>
</ul>

<h2 id="tomoz">Tomoz</h2>

<ul>
  <li><a href="https://testflight.apple.com/join/6ZuZsqf7">https://testflight.apple.com/join/6ZuZsqf7</a></li>
</ul>

<h2 id="shortkeys">Shortkeys</h2>

<ul>
  <li><a href="https://testflight.apple.com/join/2YA8VW2W">https://testflight.apple.com/join/2YA8VW2W</a></li>
</ul>

<h2 id="mltply">Mltply</h2>

<ul>
  <li><a href="https://testflight.apple.com/join/Q2362NM7">https://testflight.apple.com/join/Q2362NM7</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-08, with 67 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] Monitoring the Middle-East OSINT</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/monitoring-the-middle-east-osint</id>
    <updated>2026-03-08T00:00:00+00:00</updated>
    <published>2026-03-08T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>A few resources for monitoring the situation in the Middle East, using open source intelligence tools and live streams</p>

<h2 id="live-cams">Live Cams</h2>

<ul>
  <li><a href="https://twitch.tv/wwlivecams">wwlivecams</a></li>
  <li><a href="https://www.youtube.com/watch?v=4E-iFtUM2kk">Intel cams - OSINT</a></li>
</ul>

<h2 id="mapping">Mapping</h2>

<ul>
  <li><a href="https://www.tzevaadom.co.il/en/">Missile Red Alerts</a></li>
  <li><a href="https://www.flightradar24.com/29.76,39.82/7">Flight Radar</a></li>
  <li><a href="https://www.marinetraffic.com/en/ais/home/centerx:55.2/centery:22.5/zoom:6">Marine Traffic</a></li>
  <li><a href="https://iran.liveuamap.com/">Live UA Map</a></li>
</ul>

<h2 id="news-coverage">News Coverage</h2>

<ul>
  <li><a href="https://www.twitch.tv/agendafreetv">AgendaFreeTV</a></li>
  <li><a href="https://www.youtube.com/@AssociatedPress/streams">AP - YouTube</a></li>
  <li><a href="https://www.aljazeera.com/video/live">Al Jazeera website</a></li>
  <li><a href="https://www.youtube.com/watch?v=gCNeDWCI0vo">Al Jazeera YouTube</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-08, with 68 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The web is bearable with RSS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-web-is-bearable-with-rss"/>
    <id>/the-web-is-bearable-with-rss</id>
    <updated>2026-03-08T00:00:00+00:00</updated>
    <published>2026-03-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cory Doctorow</name>
      <uri>https://pluralistic.net/2026/03/07/reader-mode/</uri>
    </author>
    <content type="html"><![CDATA[<p>RSS is also a huge thing for accessibility, flashing adverts, cookie banners, auto playing videos, large images and bundles and bundles and bundles and bundles and bundles of unnecessary JavaScript can all be put to one side and the true value in the words written come to the fore.</p>

<p>If I were king, I would mandate RSS feeds on all news/date ordered content based sites.</p>

<blockquote>
  <p>As Crampton points out, much of the web (including some of the cruftiest, most enshittified websites) publish full-text RSS feeds, meaning that you can read their articles right there in your RSS reader, with no ads, no popups, no nag-screens asking you to sign up for a newsletter, verify your age, or submit to their terms of service.</p>

  <p>It’s almost impossible to overstate how <em>superior</em> RSS is to the median web page. Imagine if the newsletters you followed were rendered with black, clear type on a plain white background (rather than the sadistically infinitesimal, greyed-out type that designers favor thanks to the unkillable urban legend that black type on a white screen causes eye-strain). Imagine reading the web without popups, without ads, without nag screens. Imagine reading the web without interruptors or “keep reading” links.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-08, with 202 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] Pompidou Section 1 - Site Improvements</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/pompidou-section-1-site-improvements</id>
    <updated>2026-03-07T00:00:00+00:00</updated>
    <published>2026-03-07T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>I’ve added this RSS only feed, web mentions, syndication of content under the POSSE principle, and markdown copies of files into the deployment of the site all computed at build time over recent days</p>

<p>The cost to the build time is enormous though, previously it was about 2 minutes, but having to move away from GitHub’s default simple pages deployment process to an actions based deploy action in order to control the copy of the markdown it actually reduced to about 45 seconds. The webmention functionality has added about 3 minutes despite some aggressive throttling… such that I only look for mentions for posts published more recently.</p>

<div class="language-yaml highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="na">throttle_lookups</span><span class="pi">:</span>
    <span class="na">last_week</span><span class="pi">:</span> <span class="s">daily</span>
    <span class="na">last_month</span><span class="pi">:</span> <span class="s">weekly</span>
    <span class="na">last_year</span><span class="pi">:</span> <span class="s">monthly</span>
    <span class="na">older</span><span class="pi">:</span> <span class="s">monthly</span>
</code></pre></div></div>

<p>Thanks to the following resources for the documentation and inspiration.</p>

<ul>
  <li><a href="https://daverupert.com/rss-club/">https://daverupert.com/rss-club/</a></li>
  <li><a href="https://benjaminwil.info/antisocial/02/">https://benjaminwil.info/antisocial/02/</a></li>
  <li><a href="https://webmention.io">https://webmention.io</a></li>
  <li><a href="https://brid.gy">https://brid.gy</a></li>
  <li><a href="https://code.dblock.org/2026/01/15/serving-markdown-for-ai-agents.html">https://code.dblock.org/2026/01/15/serving-markdown-for-ai-agents.html</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-07, with 157 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] RSS only test post</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/rss-only-test</id>
    <updated>2026-03-06T00:00:00+00:00</updated>
    <published>2026-03-06T00:00:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>Rss only feed test post. If you a reading this then you are ace.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-06, with 14 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Making an RSS only feed with Jekyll</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/making-an-rss-only-feed-with-jekyll"/>
    <id>/making-an-rss-only-feed-with-jekyll</id>
    <updated>2026-03-06T00:00:00+00:00</updated>
    <published>2026-03-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Building on top of the recent work on releasing <a href="https://thechels.uk/version-1-7">1.7</a>. I am now able to publish a RSS only feed on a Jekyll site, adding a collections property to <code class="language-plaintext highlighter-rouge">config.yml</code> enables a new data type in my case that is <em>RSS</em> but by also setting the output to false none of the item in the new <code class="language-plaintext highlighter-rouge">_rss</code> folder get processed or output to the <code class="language-plaintext highlighter-rouge">_site</code> folder in the deployment. This is a very clever way to manage data and will allow me to post items to my new feed without it appearing on the website or clog it up the main feed.</p>

<div class="language-yaml highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="na">collections</span><span class="pi">:</span>
      <span class="na">RSS</span><span class="pi">:</span>
        <span class="na">output</span><span class="pi">:</span> <span class="no">false</span>
</code></pre></div></div>

<p>I am a big fan of RSS in its indie web roots and its open standard. I consume most content via RSS as it’s much more accessible (no flashing adverts, autoplaying videos, sounds, or cookie notices). I wish all sites that have a news/blog/time series based publishing format were mandated to have a feed.</p>

<p>Apparently thanks to Dave Rupert’s <a href="https://daverupert.com/rss-club/">RSS Club</a> I understand I am not alone.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-06, with 193 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] On my worst days it feels almost demonic</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/on-my-worst-days-it-feels-almost-demonic"/>
    <id>/on-my-worst-days-it-feels-almost-demonic</id>
    <updated>2026-03-03T00:00:00+00:00</updated>
    <published>2026-03-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Guardian</name>
      <uri>https://www.theguardian.com/society/2026/feb/24/my-maddening-battle-with-chronic-fatigue-syndrome-on-my-worst-days-it-feels-almost-demonic</uri>
    </author>
    <content type="html"><![CDATA[<p>No more questions your honour.</p>

<blockquote>
  <p>it’s snake oil. Under the barbaric, for-profit system that Americans call “healthcare”, the implication that a person’s thoughts could be the only medicine they need is wildly irresponsible. Like other sufferers, I needed treatment, not vibes.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-03, with 43 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 1Password is going up in price</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/1password-is-going-up-in-price"/>
    <id>/1password-is-going-up-in-price</id>
    <updated>2026-03-02T00:00:00+00:00</updated>
    <published>2026-03-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Verge</name>
      <uri>https://www.theverge.com/tech/883837/1password-price-increase</uri>
    </author>
    <content type="html"><![CDATA[<p>1Password is still great value for money and consistently ranks well compared to other password managers. This is a crucial app in our household for managing more than just passwords and is a mainstay in my phone dock.</p>

<blockquote>
  <p>1Password is increasing its prices on March 27th, 2026. In an email sent to users, the password manager says it will raise the price of its individual plan from $3.99 / month ($35.88 / year) to $4.99 / month ($47.88 / year), and that its family plan is going from $6.95 / month ($59.88 / year) to $7.99 / month ($71.88 / year).</p>
</blockquote>

<blockquote>
  <p>“While 1Password has grown substantially in value and capability, our pricing has remained largely unchanged for many years,” 1Password’s email states. 1Password says that the price increase will help it “continue investing in innovation and the world-class security you expect.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-02, with 145 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How do I support a team losing motivation due to AI vs dev work</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-do-i-support-a-team-losing-motivation-due-to-ai-vs-dev-work"/>
    <id>/how-do-i-support-a-team-losing-motivation-due-to-ai-vs-dev-work</id>
    <updated>2026-03-02T00:00:00+00:00</updated>
    <published>2026-03-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>How do I support a team losing motivation due to AI wrangling vs dev work?</p>

<p>First, begin a listening survey so go and listen, listen more and listen again. Replay back to each individual what they have said to ensure you understand and have heard them correctly. This alone will fix most issues even if nothing changes. This should be a regular occurrence in one-to-one time, or a step over meeting if appropriate to your org structure and deployed for existential situstions such as the wuestion poses.</p>

<p>Once you have all the information. Put a group meeting in and replay all common themes and generalisations so it’s not personal issues. Then talk about your plan or strategy to fix or why the future is better.</p>

<p>If the position is that they are now AI coordinators and don’t want it, support them in their exits. Allow them to interview on company time, provide good references, and offer up your connections and experience in the job market - senior leaders often have lots of recruiter connections - to help them.</p>

<p>Consider your new flight risks. Ensure role profiles and job specs are up to date with the reality of the work. Begin to advertise an interview to replace some who will leave by being proactive in the job market  - always be hiring.</p>

<p>Focus perhaps can switch to user needs and devex and how one now has the time to fix all those papercuts by benefiting from AI tackling the low priority but annoying issues. There is no excuse today for a slow or cumbersome build and release pipeline, or having low test quality (not necessarily coverage).</p>

<p>Give your people half a day a fortnight for personal projects or ideas / hackathons to improve themselves or the process of doing work at the organisation. This could be AI focused but doesn’t have to be.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-02, with 312 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to Record and Retrieve Anything You’ve Ever Had to Look Up Twice</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-record-and-retrieve-anything-you-ve-ever-had-to-look-up-twice"/>
    <id>/how-to-record-and-retrieve-anything-you’ve-ever-had-to-look-up-twice</id>
    <updated>2026-03-02T00:00:00+00:00</updated>
    <published>2026-03-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Ellane W</name>
      <uri>https://ellanew.com/2026/03/02/ptpl-197-record-retrieve-from-a-personal-knowledgebase</uri>
    </author>
    <content type="html"><![CDATA[<p>Sound advice, I use this website as my kb as well as an app called GoodLinks, a bookmarking app in the Apple ecosystem, in which website guides are saved as “how to reconnect Apple TV remote” tagged with #howto</p>

<p>This is crucial given my cognitive issues. I only have to check thechelsuk and GoodLinks, moreover I only have to remember to check…</p>

<blockquote>
  <p>I recommend text files for this kind of knowledge base, but you can use whatever app you’re most likely to keep around long term. Apple Notes is a popular choice. Keep all your how-tos in one searchable place, be it an app or a group of text files you can run searches on.</p>

  <p>I keep my knowledge base as a series of Markdown files in a folder, and I access them through Obsidian. The wonderful thing about text files (including Markdown) is that you can read them with any text editor at all. No one app can stand as a gatekeeper between you and the knowledge you have collected.</p>
</blockquote>

<p>…</p>

<blockquote>
  <p>Even the most clearly written description of a process will be no good to you if you can’t find it when you need it. You need a way to identify that a note or a file belongs to your knowledge base. This can be done with the properties of a file, but my favourite way is with a hashtag.
Use the <code class="language-plaintext highlighter-rouge">#howto</code> tag any time you write down how you did something, or preface the title of individual notes with <code class="language-plaintext highlighter-rouge">how to -</code>. This makes it super easy to see all your processes in one place, no matter how scattered they might be across your notes!</p>
</blockquote>

<p>…</p>

<blockquote>
  <p>Underestimate the importance of a good file name or note title at your peril!</p>

  <p>Approach naming a how-to as if you could only use one word in the title. What would that word be? What would the second word be? In the case of <em>How to fix Miele dishwasher code F14</em>, the two words would be <em>dishwasher</em> and <em>F14</em>.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-02, with 348 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to spend Zwift Drops</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/spend-zwift-drops"/>
    <id>/ways/zwift-spend-drops</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Zwift Insider</name>
      <uri>https://zwiftinsider.com/what-to-buy-at-each-zwift-level/</uri>
    </author>
    <content type="html"><![CDATA[<p><em>As you progress through Zwift’s levels, you’ll unlock access to items in the Drop Shop which can be purchased with your hard-earned Drops. This inevitably leads to questions: do I buy the frame that just became available? What if there’s a faster frame unlocked at the next level? Or maybe some zippy wheels?.</em></p>

<ol>
  <li>Go to Website for guide on what to buy at each Zwift level.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 68 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to compare bikes in Zwift</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/compare-zwift-bikes"/>
    <id>/ways/zwift-compare-bikes</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Zwifter Bikes</name>
      <uri>https://zwifterbikes.web.app/</uri>
    </author>
    <content type="html"><![CDATA[<p><strong><em>This website allows you to find the best bike for the route you want to ride, and compare the stats of different bikes.</em></strong></p>

<ol>
  <li>Go to website</li>
  <li>Use the filters to find the bikes you want to compare.</li>
  <li>Click the “Compare” button to see a side-by-side comparison of the bikes’ stats and attributes.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 54 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to watch NWSL games on TV</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/watch-nwsl-games-on-tv"/>
    <id>/ways/watch-nwsl-games-in-uk</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting NWSL</name>
      <uri>https://plus.nwslsoccer.com/</uri>
    </author>
    <content type="html"><![CDATA[<p><strong><em>Note: Account seems to support multiple logins and no limits on “active” so it appears possible to watch multiple games on multiple devices.</em></strong></p>

<h2 id="in-browser">In Browser</h2>

<ol>
  <li>Go to <a href="https://plus.nwslsoccer.com/">https://plus.nwslsoccer.com/</a> and sign-in to your account.</li>
  <li>Click on the “Live” tab to see the available games.</li>
  <li>Select the game you want to watch and click on it.</li>
</ol>

<h2 id="in-app--on-tv">In App / On TV</h2>

<ol>
  <li>Go to NWSL App and sign in using your account.</li>
  <li>Pick Game</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 78 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to run mole</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/run-mole"/>
    <id>/ways/using-mole</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Mole</name>
      <uri>https://github.com/tw93/Mole/blob/main/README.md</uri>
    </author>
    <content type="html"><![CDATA[<h2 id="features">Features</h2>

<ul>
  <li>All-in-one toolkit: Combines CleanMyMac, AppCleaner, DaisyDisk, and iStat Menus in a single binary</li>
  <li>Deep cleaning: Removes caches, logs, and browser leftovers to reclaim gigabytes of space</li>
  <li>Smart uninstaller: Removes apps plus launch agents, preferences, and hidden remnants</li>
  <li>Disk insights: Visualizes usage, finds large files, rebuilds caches, and refreshes system services</li>
  <li>Live monitoring: Shows real-time CPU, GPU, memory, disk, and network stats</li>
</ul>

<h2 id="quick-start">Quick Start</h2>

<p>Install via Homebrew</p>

<p><code class="language-plaintext highlighter-rouge">brew install mole</code></p>

<p>Or via script</p>

<p><code class="language-plaintext highlighter-rouge"># Optional args: -s latest for main branch code, -s 1.17.0 for specific version
curl -fsSL &lt;https://raw.githubusercontent.com/tw93/mole/main/install.sh&gt; | bash</code></p>

<p><em>Note: Mole is built for macOS. An experimental Windows version is available in the windows branch for early adopters.</em></p>

<h2 id="run">Run</h2>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>mo                           # Interactive menu
mo clean                     # Deep cleanup
mo uninstall                 # Remove apps + leftovers
mo optimize                  # Refresh caches &amp; services
mo analyze                   # Visual disk explorer
mo status                    # Live system health dashboard
mo purge                     # Clean project build artifacts
mo installer                 # Find and remove installer files

mo touchid                   # Configure Touch ID for sudo
mo completion                # Set up shell tab completion
mo update                    # Update Mole
mo update --nightly          # Update to latest unreleased main build, script install only
mo remove                    # Remove Mole from system
mo --help                    # Show help
mo --version                 # Show installed version
</code></pre></div></div>

<h2 id="preview-safely">Preview safely</h2>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>mo clean --dry-run
mo uninstall --dry-run
mo purge --dry-run

# Also works with: optimize, installer, remove, completion, touchid enable

mo clean --dry-run --debug   # Preview + detailed logs
mo optimize --whitelist      # Manage protected optimization rules
mo clean --whitelist         # Manage protected caches
mo purge --paths             # Configure project scan directories
mo analyze /Volumes          # Analyze external drives only
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 296 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to use my spare UGREEN MU101 Wireless Mouse</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/use-spare-ugreen-mouse"/>
    <id>/ways/use-spare-ugreen-mouse</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting UGREEN</name>
      <uri>https://manuals.plus/ugreen/mu101-ergonomic-wireless-mouse-manual?expand_article=1#bluetooth_connection</uri>
    </author>
    <content type="html"><![CDATA[<p>Name: UGREEN MU101 Ergonomic Wireless Mouse</p>

<ol>
  <li>Take the receiver out and insert it into USB port.</li>
  <li>Turn on the product and the indicator lights on.</li>
  <li>Randomly click the mouse to make sure it works normally.</li>
</ol>

<h2 id="forced-pairing-usb">Forced Pairing (USB)</h2>

<p>If you cannot pair the product with your devices, please do as follows:</p>

<ol>
  <li>Take the receiver out of the USB port.</li>
  <li>Press and hold “Left + Right + scroll wheel” simultaneously for 3 seconds until the indicator starts blinking.</li>
  <li>Insert the receiver into the device.</li>
</ol>

<h3 id="bluetooth-connection">Bluetooth Connection</h3>

<ol>
  <li>Activate the Bluetooth on the connected device (laptop/tablet/mobile phone, etc.)</li>
  <li>Turn on the mouse and press the switch button. Bluetooth pairing mode starts when the indicator flashes blue.</li>
  <li>For first-time use, a window will pop up for Windows 10 or later. Please follow the steps to proceed. For other systems, please enter the Bluetooth devices list, search “UGREEN BLE Mouse” and connect.</li>
  <li>Randomly click or move the mouse to make sure it works normally.</li>
</ol>

<h2 id="forced-pairing-bluetooth">Forced Pairing (Bluetooth)</h2>

<p>If you cannot pair the product with your devices, please do as follows:</p>

<ol>
  <li>Press and hold “Left + Right + scroll wheel” simultaneously for 3 seconds until the indicator starts blinking.</li>
  <li>Enter the Bluetooth devices list of the connected device, search the mouse Bluetooth and connect.</li>
</ol>

<h2 id="operating-system-switching">Operating System Switching</h2>

<ol>
  <li>The exact usage of scroll wheel, forward and back buttons varies from different operating systems.</li>
  <li>The product defaults to Windows, when using on macOS, please press and hold the switch button for 1 second.</li>
</ol>

<h2 id="dpi-adjustment">DPI Adjustment</h2>

<ol>
  <li>The indicator blinks as follows according to different DPI adjustment.</li>
  <li>The DPI value defaults to 1600, press DPI switch button to adjust the mouse sensitivity in the order of 1600 &gt; 2000 &gt; 4000 &gt; 1000.</li>
</ol>

<h2 id="low-battery">Low Battery</h2>

<ol>
  <li>The mouse =II turn off automatically when the battery is too low.</li>
  <li>When the indicator keeps blinking (about 5 seconds), it indicates that the battery is lower than 5%. Please change a new battery for further performance.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 342 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to create various post types for thechelsuk</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/create-post-types-for-thechelsuk"/>
    <id>/ways/site-post-types</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>This site has various post types, each with their own format and process for creation. Below are the steps to create each type of post.</p>

<h2 id="quote-posts">Quote posts</h2>

<ul>
  <li>Capture the selection on a page in safari</li>
  <li>Share to Drafts and click Save</li>
  <li>This will create a new draft with the quote template.</li>
  <li>Add commentary if desired in the placeholder</li>
  <li>Run the <code class="language-plaintext highlighter-rouge">Quote &gt; blog</code> drafts action which put the file in working copy ready to commit and push.</li>
</ul>

<h2 id="regular-posts">Regular posts</h2>

<ul>
  <li>Create a new draft with the regular post template</li>
  <li>Add the title on the first line</li>
  <li>Add the content below</li>
  <li>Run the <code class="language-plaintext highlighter-rouge">Post &gt; blog</code> drafts action which put the file in working copy ready to commit and push.</li>
</ul>

<h2 id="til-posts">TIL posts</h2>

<ul>
  <li>Create a new draft with the TIL post template</li>
  <li>Add the title on the first line</li>
  <li>Add the content below</li>
  <li>Run the <code class="language-plaintext highlighter-rouge">TIL -&gt; Post</code> drafts action which put the file in working copy ready to commit and push.</li>
</ul>

<h2 id="rss-only-posts">RSS only posts</h2>

<ul>
  <li>Create a new draft with the RSS post template</li>
  <li>Add the title on the first line</li>
  <li>Add the content below</li>
  <li>Run the <code class="language-plaintext highlighter-rouge">RSS -&gt; Post</code> drafts action which put the file in working copy ready to commit and push.</li>
</ul>

<h2 id="mixtape-monthly-post">Mixtape Monthly Post</h2>

<ul>
  <li>Monthly, create a mixtape running the shortcut</li>
  <li>Open the produced and resize to 832px width</li>
  <li>Copy the image to the<code class="language-plaintext highlighter-rouge">image/mixtapes/</code> folder ensuring the name matches the format <code class="language-plaintext highlighter-rouge">yyyy-MM.png</code></li>
  <li>Push a commit to Prod</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 264 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to create navigation for thechelsuk</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/create-navigation-for-thechelsuk"/>
    <id>/ways/site-navigations</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>This site has various navigation types, managed in the <code class="language-plaintext highlighter-rouge">_config.yml</code> file.</p>

<ol>
  <li>Open the <code class="language-plaintext highlighter-rouge">_config.yml</code> file.</li>
  <li>Find the <code class="language-plaintext highlighter-rouge">navigation</code> type by the comment line.</li>
  <li>Add a new item to the list with title and link.</li>
  <li>Push a commit to Prod in working copy or VS Code.</li>
</ol>

<p><em>note: the navs are sorted by the rendering template so the order in the yaml file doesn’t matter in most cases.</em></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 74 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to create various data types for thechelsuk</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/create-data-types-for-thechelsuk"/>
    <id>/ways/site-data-types</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>This site has various data types, each with their own format and process for creation. Below are the steps to create each type of data.</p>

<h2 id="add-a-film">Add a Film</h2>

<ul>
  <li>In Drafts;
    <ul>
      <li>create a new draft with the film template add a film title on the first line</li>
      <li>Run action to search film to get the correct IMDB ID it’ll be added to the draft automatically</li>
      <li>Add the rating in the placeholder</li>
      <li>Run the  <code class="language-plaintext highlighter-rouge">Add Film</code> action which will trigger the GitHub Action workflow.</li>
    </ul>
  </li>
  <li>Or;
    <ul>
      <li>On Mac; Run the python script typing in a Film IMDB code and a Rating.</li>
      <li>In the browser; Run a workflow dispatch - entering the inputs film IMDB and Rating</li>
    </ul>
  </li>
</ul>

<h2 id="add-a-book">Add a Book</h2>

<ul>
  <li>Run a workflow dispatch - entering the ISBN</li>
  <li>Download the cover image</li>
  <li>Resize to a height of 183px</li>
  <li>Save the cover image into the <code class="language-plaintext highlighter-rouge">images/books</code> folder ensuring the name matches the format <code class="language-plaintext highlighter-rouge">book-[isbn].png</code></li>
  <li>Push a commit to Prod</li>
</ul>

<h2 id="other-types">Other types</h2>

<ul>
  <li>Add a row to the yaml file as needed.</li>
  <li>Push a commit to Prod in working copy or VS Code.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 197 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to setup my MX Master Mouse</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/setup-mx-master-mouse"/>
    <id>/ways/setup-mx-master-mouse</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Logitech Options</name>
      <uri>https://www.logitech.com/en-gb/software/logi-options-plus</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Use Logi Options+ software to customize the buttons and settings of your MX Master Mouse.</li>
</ol>

<p><em>note: you can also see their <a href="https://support.logi.com/hc/en-gb/articles/360035271133-Getting-Started-MX-Master-3">support page for more information</a></em></p>

<h2 id="setup">Setup</h2>

<ol>
  <li>Make sure the mouse is turned on — the number 1 LED on the bottom of the mouse should blink quickly.
 NOTE: If the LED is not blinking quickly, perform a long press (three seconds).</li>
  <li>Choose how you want to connect:
    <ul>
      <li>Use the included wireless USB receiver
        <ul>
          <li>Plug the receiver into a USB port on your computer</li>
        </ul>
      </li>
      <li>Connect directly using Bluetooth
        <ul>
          <li>Open the Bluetooth settings on your computer to complete the pairing.</li>
        </ul>
      </li>
    </ul>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 114 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to reset WiFi on Homebridge</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/reset-wifi-homebridge"/>
    <id>/ways/reset-wifi-homebridge</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Homebridge</name>
      <uri>https://github.com/homebridge/homebridge-raspbian-image/wiki/How-To-Reset-WiFi</uri>
    </author>
    <content type="html"><![CDATA[<p>If you have a Raspberry Pi running the Homebridge Raspberry Pi and need to disconnect it from your local WiFi network, you can do this by following these steps.</p>

<p>Run sudo hb-config and select the Networking option to run the NetworkManager Terminal UI.</p>

<ol>
  <li>This will bring up this screen, select Edit a connection.</li>
  <li>Select your WiFi connection from the list and delete it.</li>
  <li>Confirm you want to delete it.</li>
  <li>Exit the NetworkManager Terminal UI and reboot your Raspberry Pi.</li>
</ol>

<p><em>After rebooting, your Raspberry Pi will no longer be connected to your local WiFi network. You can then set up a new WiFi connection using the Homebridge Config UI X or by running sudo hb-config and selecting the Networking option again.</em></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 122 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to reset Apple TV volume remote</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/reset-apple-tv-volume-remote"/>
    <id>/ways/reset-appletv-volume-remote</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Apple Support</name>
      <uri>https://support.apple.com/en-gb/HT213437</uri>
    </author>
    <content type="html"><![CDATA[<p>If your Apple TV remote stops controlling the volume, you can reset it by following these steps:</p>

<ol>
  <li>Press and hold the TV/Control Centre button and the Volume Down button at the same time.</li>
  <li>Hold the buttons down for about 5 seconds, or until the status light on your Apple TV turns off and on again.</li>
  <li>Release the buttons. Then wait 5 to 10 seconds for a Connection Lost notification to appear on your TV screen.</li>
  <li>Wait while your remote restarts. When the Connected notification appears, you can use your remote.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 92 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to rename and redirect a domain on Cloudflare</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/rename-redirect-cloudflare"/>
    <id>/ways/rename-redirect-cloudflare</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Average Name</name>
      <uri>https://average.name/ways/redirect-domain</uri>
    </author>
    <content type="html"><![CDATA[<p>If you own two domains, and want one to redirect cleanly to the other while stuck on Cloudflare, the configuration is complex.</p>

<p>Say, for example, you want requests to redirect as follows:</p>

<ul>
  <li>avg.name to average.name</li>
  <li>foo.avg.name to foo.average.name</li>
  <li>bar.avg.name/baz to bar.average.name/baz</li>
  <li>etc.</li>
</ul>

<p>First, ensure both domains are listed in your Cloudflare Dashboard under “Websites”. The target domain (e.g. average.name) should already be configured with appropriate DNS for its subdomains.</p>

<p>Next, for clients to attempt to resolve user requests, your alias domain (e.g. avg.name) must have some DNS records. Configure the alias domain with two CNAME records:</p>

<ul>
  <li>CNAME @ average.name – point root to the target domain</li>
  <li>CNAME * average.name – point all subdomains to the target domain</li>
</ul>

<p>Finally, in the “Rules” section of your alias domain, find the “Redirect Rules” section. Create a rule as follows:</p>

<ul>
  <li>When: any incoming request’s Hostname ends with the alias domain (e.g. the expression (ends_with(http.host, “avg.name”))),</li>
  <li>Then: run a Dynamic URL redirect with the expression concat(“https://”, substring(http.host, 0, -8), “average.name”, http.request.uri).
    <ul>
      <li>Replace the -8 value with the length of your alias domain.</li>
    </ul>
  </li>
  <li>Status code as appropriate (e.g. 302).</li>
  <li>Enable “Preserve query string”.</li>
  <li>Name the rule something appropriate like “Redirect to main”.</li>
</ul>

<p>Then deploy the new rule.</p>

<p>After a few moments, all requests at your alias domain will redirect as expected.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 224 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to remove Microsoft accounts with Edge</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/remove-microsoft-accounts-with-edge"/>
    <id>/ways/remove-microsoft-accounts-with-edge</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Microsoft Edge</name>
      <uri>edge://signin-internals/</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Open Microsoft Edge and type <code class="language-plaintext highlighter-rouge">edge://signin-internals/</code> in the address bar, then press Enter.</li>
  <li>Scroll down to the “Accounts” section.</li>
  <li>Find the Microsoft account you want to remove.</li>
  <li>Click the “Remove” button next to the account.</li>
  <li>Confirm the removal when prompted.</li>
  <li>Restart Microsoft Edge to ensure the changes take effect.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 53 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to run Pytest with coverage</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/run-pytest-with-coverage"/>
    <id>/ways/pytest-with-coverage</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>Run the following in Terminal to execute Pytest with coverage reporting.</p>

<div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code>pytest <span class="nt">--cov</span><span class="o">=</span><span class="nb">.</span> <span class="nt">--cov-report</span><span class="o">=</span>html
</code></pre></div></div>

<p>This command will run all tests in the current directory and generate an HTML report showing the code coverage. You can open the <code class="language-plaintext highlighter-rouge">htmlcov/index.html</code> file in your browser to view the coverage details.</p>

<p>Add htmlcov to .gitignore to avoid committing coverage reports to version control.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 71 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to add a Hue Dimmer Switch to HomeKit</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/hue-dimmer-switch-homekit"/>
    <id>/ways/hue-dimmer-switch-and-homekit</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Reddit</name>
      <uri>https://www.reddit.com/r/Hue/comments/yopggl/comment/ivg11ri</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>When adding the Hue Dimmer Switch to HomeKit, it will be added as a “Hue Dimmer Switch” accessory.</li>
  <li>It often appears in the default room rather than the room you have selected during setup.</li>
  <li>To move the Hue Dimmer Switch to the correct room, go to the Home app, find the “Hue Dimmer Switch” accessory, and tap on it.</li>
  <li>Tap on the “Settings” icon (gear icon) in the top right corner.</li>
  <li>Scroll down to the “Room” section and tap on it.</li>
  <li>Select the correct room from the list.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 90 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to run Jekyll locally</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/run-jekyll-locally"/>
    <id>/ways/how-to-run-jekyll</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<ul>
  <li>
    <p>Clone the repository:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> git clone your_repo_url
</code></pre></div>    </div>
  </li>
  <li>
    <p>Navigate into the project directory:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> <span class="nb">cd </span>repo_name
</code></pre></div>    </div>
  </li>
  <li>
    <p>Install the required dependencies:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> bundle <span class="nb">install</span>
</code></pre></div>    </div>
  </li>
  <li>
    <p>Build the site:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> bundle <span class="nb">exec </span>jekyll build
</code></pre></div>    </div>
  </li>
  <li>
    <p>Build and serve the site locally:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> bundle <span class="nb">exec </span>jekyll serve <span class="nt">--watch</span>
</code></pre></div>    </div>
  </li>
  <li>
    <p>Open your browser and go to <code class="language-plaintext highlighter-rouge">&lt;http://localhost:4000&gt;</code> to see your site.</p>
  </li>
  <li>
    <p>To stop the server, press <code class="language-plaintext highlighter-rouge">Ctrl + C</code> in the terminal.</p>
  </li>
</ul>

<p><em>Make sure you have Ruby and Bundler installed on your machine before running these commands.</em></p>

<ul>
  <li>
    <p>If you don’t have a gemfile and bundler, you should just be able to run:</p>

    <div class="language-bash highlighter-rouge"><div class="highlight"><pre class="highlight"><code> jekyll serve <span class="nt">--watch</span>
</code></pre></div>    </div>
  </li>
</ul>

<p>This will start the Jekyll server and watch for changes in your files, allowing you to see updates in real-time as you edit your site.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 189 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to monitor SERPS with Google Alerts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/google-alerts"/>
    <id>/ways/google-account-monitor-serps</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Google</name>
      <uri>https://www.google.co.uk/alerts</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Sign in to your Google account</li>
  <li>Create a new alert by entering the search term you want to monitor.</li>
  <li>Customize the alert settings, such as frequency, sources, language, and region.</li>
  <li>Click “Create Alert” to start receiving notifications.</li>
</ol>

<p>Google Alerts can help you monitor search engine results pages (SERPS) for specific keywords, allowing you to stay informed about new content, mentions, or changes related to your chosen topics.</p>

<p><em>Note: Alerts can be sent via email on a scheduled basis or as it happens, setting up as RSS feeds seems most practical and can be setup in NetNewsWire easily (in a specific folder).</em></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 103 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to get data from your Google account</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/google-account-export-data"/>
    <id>/ways/google-account-export-data</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Google</name>
      <uri>https://takeout.google.com/</uri>
    </author>
    <content type="html"><![CDATA[<p>Use Google Takeout to export data from your Google account. This service allows you to download a copy of your data from various Google products, such as YouTube.</p>

<ol>
  <li>Sign in to your Google account.</li>
  <li>Select the data you want to export by checking the boxes next to the products.</li>
  <li>Choose the file type and delivery method for your export.</li>
  <li>Click “Create Export” to start the process.</li>
  <li>Once the export is ready, you will receive a link to download your data.</li>
  <li>Upload the YouTube CSV data to <a href="https://apps.apple.com/us/app/id1596506190">Play.App</a> to manage inbox.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 93 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to manage your Google third-party app connections</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/google-third-party-app-connections"/>
    <id>/ways/google-account-app-connections</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Google</name>
      <uri>https://myaccount.google.com/connections?filters=3</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Sign in to your Google account</li>
  <li>Delete any connections you don’t want or need. You can also manage permissions for each connection.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 24 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to find out what football is on TV</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/find-what-football-is-on-tv"/>
    <id>/ways/find-what-football-is-on-tv</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Live Football on TV</name>
      <uri>https://www.live-footballontv.com/</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Go to the website.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 6 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to find Minecraft seeds maps</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/find-minecraft-seeds-maps"/>
    <id>/ways/find-minecraft-seeds-maps</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Chunkbase</name>
      <uri>https://www.chunkbase.com/apps/seed-map</uri>
    </author>
    <content type="html"><![CDATA[<p><em>This website allows you to find Minecraft seeds maps for different versions of the game. You can input the seed to generate a map of the world. The seed ID is in the game’s settings.</em></p>

<ol>
  <li>Go to website.</li>
  <li>Enter the seed ID.</li>
  <li>Select Minecraft version (probably latest).</li>
  <li>Choose dimension.</li>
  <li>Optionally select the features to see.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 57 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to do favicons on websites</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/favicons-on-websites"/>
    <id>/ways/favicons</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Evil Martians</name>
      <uri>https://evilmartians.com/chronicles/how-to-favicon-in-2021-six-files-that-fit-most-needs</uri>
    </author>
    <content type="html"><![CDATA[<p>Instead of serving dozens of icons, all you need is just five icons and one JSON file.</p>

<p>For the browser using HTML:</p>

<div class="language-html highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="nt">&lt;link</span> <span class="na">rel=</span><span class="s">"icon"</span> <span class="na">href=</span><span class="s">"/favicon.ico"</span> <span class="na">sizes=</span><span class="s">"32x32"</span><span class="nt">&gt;</span>
<span class="nt">&lt;link</span> <span class="na">rel=</span><span class="s">"icon"</span> <span class="na">href=</span><span class="s">"/icon.svg"</span> <span class="na">type=</span><span class="s">"image/svg+xml"</span><span class="nt">&gt;</span>
<span class="nt">&lt;link</span> <span class="na">rel=</span><span class="s">"apple-touch-icon"</span> <span class="na">href=</span><span class="s">"/apple-touch-icon.png"</span><span class="nt">&gt;</span>
</code></pre></div></div>

<p>If you’re making a PWA (Progressive Web App), also add this to the HTML:</p>

<div class="language-html highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="nt">&lt;link</span> <span class="na">rel=</span><span class="s">"manifest"</span> <span class="na">href=</span><span class="s">"/manifest.webmanifest"</span><span class="nt">&gt;</span>
</code></pre></div></div>

<p>And a file with the web app manifest:</p>

<div class="language-json highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="err">//</span><span class="w"> </span><span class="err">manifest.webmanifest</span><span class="w">
</span><span class="p">{</span><span class="w">
  </span><span class="nl">"icons"</span><span class="p">:</span><span class="w"> </span><span class="p">[</span><span class="w">
    </span><span class="p">{</span><span class="w"> </span><span class="nl">"src"</span><span class="p">:</span><span class="w"> </span><span class="s2">"/icon-192.png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"type"</span><span class="p">:</span><span class="w"> </span><span class="s2">"image/png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"sizes"</span><span class="p">:</span><span class="w"> </span><span class="s2">"192x192"</span><span class="w"> </span><span class="p">},</span><span class="w">
    </span><span class="p">{</span><span class="w"> </span><span class="nl">"src"</span><span class="p">:</span><span class="w"> </span><span class="s2">"/icon-mask.png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"type"</span><span class="p">:</span><span class="w"> </span><span class="s2">"image/png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"sizes"</span><span class="p">:</span><span class="w"> </span><span class="s2">"512x512"</span><span class="p">,</span><span class="w"> </span><span class="nl">"purpose"</span><span class="p">:</span><span class="w"> </span><span class="s2">"maskable"</span><span class="w"> </span><span class="p">},</span><span class="w">
    </span><span class="p">{</span><span class="w"> </span><span class="nl">"src"</span><span class="p">:</span><span class="w"> </span><span class="s2">"/icon-512.png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"type"</span><span class="p">:</span><span class="w"> </span><span class="s2">"image/png"</span><span class="p">,</span><span class="w"> </span><span class="nl">"sizes"</span><span class="p">:</span><span class="w"> </span><span class="s2">"512x512"</span><span class="w"> </span><span class="p">}</span><span class="w">
  </span><span class="p">]</span><span class="w">
</span><span class="p">}</span><span class="w">
</span></code></pre></div></div>

<p>Maskable icons should have bigger paddings. The safe zone is a 409×409 circle. Use maskable.app to check your icon.</p>

<p>That’s it. If you want to know how I got here, the compromises I had to make, and how to build a set like this from scratch in a step-by-step fashion, stay tuned in for the rest of the article.</p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 277 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to export your contacts from Apple Contacts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/export-contacts-archive"/>
    <id>/ways/export-contacts-archive</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Apple</name>
      <uri>https://support.apple.com/en-gb/guide/contacts/adrbdcfd32e6/mac</uri>
    </author>
    <content type="html"><![CDATA[<h2 id="export-selected-contacts">Export selected contacts</h2>

<ol>
  <li>Go to the Contacts app  on your Mac.</li>
  <li>Select one or more contacts.</li>
  <li>Choose File &gt; Export &gt; Export vCard, choose a location, then click Save.</li>
</ol>

<p><em>The contacts are exported as a vCard file (.vcf) only.</em></p>

<h2 id="export-all-contacts">Export all contacts</h2>

<ol>
  <li>Go to the Contacts app  on your Mac.</li>
  <li>Choose File &gt; Export &gt; Contacts Archive, choose a location, then click Save.</li>
</ol>

<p><em>The contacts are exported as an archive file (.abbu) only.</em></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 79 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to delete WhatsApp</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/delete-whatsapp"/>
    <id>/ways/delete-whatsapp</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting WhatsApp</name>
      <uri>https://faq.whatsapp.com/2138577903196467/</uri>
    </author>
    <content type="html"><![CDATA[<p><em>Note: Deleting your account is irreversible, this action can’t be reversed even if you delete WhatsApp by accident.</em></p>

<ul>
  <li>You can delete your account from within WhatsApp. You’ll need to be logged into the account you wish to delete, and account deletion can only be performed from your primary device, not from any linked devices.</li>
  <li>As a reminder, WhatsApp can’t restore or transfer chats, documents, media files, backups, or call history from deleted accounts.</li>
</ul>

<h2 id="to-delete-your-account">To delete your account</h2>

<ol>
  <li>Open WhatsApp.</li>
  <li>Go to Settings &gt; Account &gt; Delete My Account.</li>
  <li>Enter your phone number in full international format and tap Delete My Account.</li>
</ol>

<h2 id="deleting-your-account-will">Deleting your account will</h2>

<ul>
  <li>Delete your account info and profile photo.</li>
  <li>Delete you from all WhatsApp groups.</li>
  <li>Delete your WhatsApp message history backup.</li>
  <li>Remove you as a channel admin or follower, but not delete any updates you made or channel interactions like reactions or poll votes.</li>
  <li>Delete any channels you created if there aren’t additional channel admins.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 166 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to replace the battery in your AirTag</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/change-airtag-battery"/>
    <id>/ways/change-airtag-battery</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Apple Support</name>
      <uri>https://support.apple.com/en-gb/102600</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>Press down on the polished stainless steel battery cover of your AirTag and rotate anticlockwise until the cover stops rotating.</li>
  <li>Remove the cover and battery.</li>
  <li>Insert a new CR2032 lithium 3V coin battery (available at most electronic stores and pharmacies) with the positive side facing up. You’ll hear a sound indicating that the battery has been connected.</li>
</ol>

<p><em>Keep batteries away from children. To further discourage accidental ingestion, use a bitterant-coated CR2032 battery, like the Duracell 2032 Lithium Coin Battery with Bitter Coating. Look for packaging that states “Compatible with Apple AirTag”. Some CR2032 batteries with bitterant coatings might not work with AirTag or other battery-powered products.</em></p>

<ol>
  <li>Replace the cover, making sure that the three tabs on the cover align with the three slots on the AirTag.</li>
  <li>Rotate the cover clockwise until it stops.</li>
</ol>

<p><em>When your AirTag battery is very low, a notification will appear on your iPhone, you can also check the Find My app to see if your AirTag battery needs to be replaced.</em></p>

<ol>
  <li>Open the Find My app.</li>
  <li>Tap the Items tab.</li>
  <li>Tap the AirTag whose battery charge you want to check.</li>
  <li>If the battery level is very low, Low Battery will appear under the name of your AirTag.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 207 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to cancel a subscription on Apple</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/cancel-apple-subscription"/>
    <id>/ways/cancel-apple-subscription</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <author>
      <name>Quoting Apple</name>
      <uri>https://support.apple.com/en-us/118428</uri>
    </author>
    <content type="html"><![CDATA[<p>ou can use your device to cancel a subscription from Apple.</p>

<ol>
  <li>Open the Settings app.</li>
  <li>Tap your name.</li>
  <li>Tap Subscriptions.</li>
  <li>Tap the subscription you want to cancel.</li>
  <li>Tap Cancel Subscription. You might need to scroll down to find the Cancel Subscription button.</li>
</ol>

<p><em>If there is no Cancel button or you see an expiration message in red text, the subscription is already canceled.</em></p>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 64 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Inside Anthropic’s Killer-Robot Dispute With the Pentagon</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/inside-anthropic-s-killer-robot-dispute-with-the-pentagon"/>
    <id>/inside-anthropic’s-killer-robot-dispute-with-the-pentagon</id>
    <updated>2026-03-01T00:00:00+00:00</updated>
    <published>2026-03-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Atlantic</name>
      <uri>https://www.theatlantic.com/technology/2026/03/inside-anthropics-killer-robot-dispute-with-the-pentagon/686200/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>My source, whom I am granting anonymity because they are not authorized to talk about the negotiations, also shed further light on the disagreement between Anthropic and the Pentagon over autonomous weapons, machines that can select and engage targets without a human making the final call. The U.S. military has been developing these systems for years and has budgeted $13.4 billion for them in fiscal year 2026 alone. They run the gamut from individual drones to whole swarms that can be used in the air and at sea.</p>
</blockquote>

<blockquote>
  <p>Anthropic had not argued that such weapons should not exist. To the contrary, the company had offered to work directly with the Pentagon to improve their reliability. Just as self-driving cars are now in some cases safer than those driven by humans, killer drones may some day be more accurate than a human operator, and less likely to kill bystanders during an attack. But for now, Anthropic’s leaders <a href="https://www.anthropic.com/news/statement-department-of-war">believe</a> that their AI hasn’t yet reached that threshold. They worry that the models could lead the machines to fire indiscriminately or inaccurately, or otherwise endanger civilians or even American troops themselves</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-03-01, with 193 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] AI Can Now Easily Unmask Your Secret Online Life</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ai-can-now-easily-unmask-your-secret-online-life"/>
    <id>/ai-can-now-easily-unmask-your-secret-online-life</id>
    <updated>2026-02-28T00:00:00+00:00</updated>
    <published>2026-02-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting It&apos;s FOSS</name>
      <uri>https://itsfoss.com/news/ai-online-deanonymization/</uri>
    </author>
    <content type="html"><![CDATA[<p>Patterns of language, your connections and follows e.g local coffee shop, sports team, companies, apps.</p>

<p>It’s socials fingerprinting</p>

<blockquote>
  <p>Imagine this: You’re on Reddit, Hacker News, or some forum, posting with a silly username like GamerCat2025 or SecretCoderX. You think you are anonymous, and no one knows you and so you can freely express your thoughts.</p>

  <p>Well, a <a href="https://arxiv.org/abs/2602.16800?ref=itsfoss.com">brand-new research paper</a> just blew that idea apart. It’s called “Large-scale online deanonymization with LLMs” which is a fancy way of saying “figuring out the real person behind a secret online name”.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-28, with 92 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cancel ChatGPT movement goes big after OpenAI DOW move</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cancel-chatgpt-movement-goes-big-after-openai-dow-move"/>
    <id>/cancel-chatgpt-movement-goes-big-after-openai-dow-move</id>
    <updated>2026-02-28T00:00:00+00:00</updated>
    <published>2026-02-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Windows Central</name>
      <uri>https://www.windowscentral.com/artificial-intelligence/cancel-chatgpt-movement-goes-mainstream-after-openai-closes-deal-with-u-s-department-of-war-as-anthropic-refuses-to-surveil-american-citizens</uri>
    </author>
    <content type="html"><![CDATA[<p>Incidentally, Claude by Anthropic is up to second on the App Store.</p>

<p><em>warning; quote references two X posts</em></p>

<blockquote>
  <p>In a <a href="https://x.com/sama/status/2027578652477821175?s=20">post on X</a>, Altman claimed that OpenAI’s models would not be used for mass surveillance, but that claim was immediately <a href="https://x.com/sama/status/2027578652477821175?s=20">contradicted</a> by a U.S. government official, who said that OpenAI’s models would be used for “all lawful means.” Mass surveillance of American citizens is lawful in “some scenarios” as part of the post-9/11 U.S. Patriot Act, which permits mass harvesting of communications meta data, even if some aspects of it have been curtailed in recent years.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-28, with 100 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Why Am I Doing the Thinking for You?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/why-am-i-doing-the-thinking-for-you-terrible-software"/>
    <id>/why-am-i-doing-the-thinking-for-you?-–-terrible-software</id>
    <updated>2026-02-28T00:00:00+00:00</updated>
    <published>2026-02-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Terrible Software</name>
      <uri>https://terriblesoftware.org/2026/02/02/why-am-i-doing-the-thinking-for-you/</uri>
    </author>
    <content type="html"><![CDATA[<p>No hello, mark II</p>

<blockquote>
  <h2 id="why-am-i-doing-the-thinking-for-you">Why Am I Doing the Thinking for You?</h2>

  <p>I got a Slack message the other week, just <em>“What do you think?”</em> with a link to a Notion document.</p>

  <p>No context or indication of what this person actually believed. Just a link and a question mark.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-28, with 52 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Feb 2026</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-feb-2026"/>
    <id>/monthly-mixtape-feb-2026</id>
    <updated>2026-02-27T00:00:00+00:00</updated>
    <published>2026-02-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2026-02.png" alt="Monthly Mixtape 2026-02" /></p>

<ol>
  <li>Learnt My Lesson Well - Kaiser Chiefs</li>
  <li>The Dogs - The Fumes</li>
  <li>Here’s Where the Story Ends - Tin Tin Out</li>
  <li>Yuve Yuve Yu - The Hu</li>
  <li>Thorns - Wolf Alice</li>
  <li>Road To Nowhere - Embrace</li>
  <li>New Toys - The Cooper Temple Clause</li>
  <li>Black Van - Kitty, Daisy &amp; Lewis</li>
  <li>24 Hr Open - Picture Parlour</li>
  <li>Rain Plans - Israel Nash</li>
  <li>Everything Else Has Gone Wrong - Bombay Bicycle Club</li>
  <li>Amber - The Cooper Temple Clause</li>
  <li>Far Away Eyes - The Rolling Stones</li>
  <li>Sticky Honey - Juliette and the Licks</li>
  <li>Nothing Compares 2 U - Cat Power</li>
  <li>Golden Brown - The Stranglers</li>
  <li>Hands Down - Dashboard Confessional</li>
  <li>Where Is the Love - Roberta Flack &amp; Donny Hathaway</li>
  <li>The Stupid, The Proud - IAMX</li>
  <li>Pampa, TX - Shallow Alcove</li>
  <li>How Could I Let You Get Away - The Spinners</li>
  <li>The Sun Always Shines On T.V. (2015 Remastered) - a-ha</li>
  <li>Sun Forest - Nick Cave &amp; The Bad Seeds</li>
  <li>The Innocence of Sleep - Placebo</li>
  <li>Old Scratch Blues - Jack White</li>
  <li>Outside - TENDER</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-02-27, with 196 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Never Buy an .online Domain</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/never-buy-an-.online-domain"/>
    <id>/never-buy-an-.online-domain</id>
    <updated>2026-02-25T00:00:00+00:00</updated>
    <published>2026-02-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sid</name>
      <uri>https://www.0xsid.com/blog/online-tld-is-pain</uri>
    </author>
    <content type="html"><![CDATA[<p>I guess, always try an research new domains prior to purchase.</p>

<p><a href="https://dnshistory.org">https://dnshistory.org</a> Perhaps?</p>

<blockquote>
  <p>Earlier this year, Namecheap was running a promo that let you choose one free .online or .site per account. I was working on a small product and thought, “hey, why not?” The app was a small browser, and the .online TLD just made sense in my head.</p>

  <p>After a tiny $0.20 to cover ICANN fees, and hooking it up to Cloudflare and GitHub, I was up and running. Or so I thought</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-25, with 88 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How fast did ME develop for you?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-fast-did-me-develop-for-you"/>
    <id>/how-fast-did-me-develop-for-you</id>
    <updated>2026-02-24T00:00:00+00:00</updated>
    <published>2026-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Slowly, then quickly.</p>

<p>Clear onset of not feeling right like a two-week virus. Slow ongoing persistent decline (like inverse stock market; volatility, but long term downward trend). Cutting back on everything then very very quickly into a huge reduction in capacity forcing me to stop work.</p>

<p>My baseline is housebound, mostly at rest physically, mild cognitive load, but during PEM/Crashes a solitary space and absolute non-sensory environment e.g., no sound and complete darkness is required.</p>

<p>Comprehension and retention are compromised. Reasoning, memory affected. Frustration in finding the right words or memories is a problem.</p>

          <p><center>***</center></p>
          <p> // Published 2026-02-24, with 94 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Remaining</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT2714380"/>
    <id></id>
    <updated>2026-02-23T00:00:00+00:00</updated>
    <published>2026-02-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Remaining (2014)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2026-02-23</p>
      <p><a href="https://www.imdb.com/title/TT2714380/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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<entry>
    <title type="text">[post] GDPR is a failure</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gdpr-is-a-failure"/>
    <id>/gdpr-is-a-failure</id>
    <updated>2026-02-23T00:00:00+00:00</updated>
    <published>2026-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Nikolak</name>
      <uri>https://nikolak.com/gdpr-failure/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>A company can list an email address as their official GDPR contact in their privacy policy, and if their own spam filter eats your request, it legally never happened. There is no obligation to check. There is no obligation to ensure delivery. The burden is entirely on you to prove they received it.</p>

  <p>This isn’t an edge case. This is a systemic loophole that allows any company to quietly discard data protection requests with zero consequences. Set up aggressive spam filtering on your GDPR inbox, and you’ve effectively opted out of the regulation.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-23, with 95 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Government to crack down on gambling operator sport sponsorship</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/government-to-crack-down-on-gambling-operator-sport-sponsorship"/>
    <id>/government-to-crack-down-on-gambling-operator-sport-sponsorship</id>
    <updated>2026-02-23T00:00:00+00:00</updated>
    <published>2026-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/government/news/government-to-crack-down-on-gambling-operator-sport-sponsorship</uri>
    </author>
    <content type="html"><![CDATA[<p>Good to know that during every sports game the 87 adverts from drug dealers are licensed and not some unlicensed or shady lobbying billionaire ruining lives type. Thanks Gov!</p>

<blockquote>
  <ul>
    <li>Move will prevent unlicensed operators from sponsoring sports clubs, as part of wider measures to tackle illegal gambling market</li>
    <li>Ban would stop illegal firms using Premier League clubs as platform to appeal to British audience</li>
    <li>In addition, a new cross-industry taskforce will bring together social media platforms, banks and law enforcement to protect fans from harm</li>
  </ul>

  <p>Unlicensed gambling operators face being blocked from sponsoring British sports teams, including Premier League clubs, as the Government sets out plans to consult on a ban as part of its crackdown on illegal gambling.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-23, with 123 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Expert Reveals What Happens to Your Data When Verified on LinkedIn</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/privacy-expert-reveals-what-happens-to-your-personal-data-when-getting-verified-on-linkedin"/>
    <id>/privacy-expert-reveals--what-happens-to-your-personal-data-when-getting-verified-on-linkedin</id>
    <updated>2026-02-23T00:00:00+00:00</updated>
    <published>2026-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Inc</name>
      <uri>https://www.inc.com/kevin-haynes/privacy-expert-reveals-the-shocking-truth-of-what-happens-to-your-personal-data-when-getting-verified-on-linkedin/91306400</uri>
    </author>
    <content type="html"><![CDATA[<p>TLDR; Persona again</p>

<blockquote>
  <p>Turns out users seeking verification are covertly routed to Persona Identities, Inc. of San Francisco, a technology company that provides sites like LinkedIn with a customized verification platform that helps businesses and organizations fight fraud, meet compliance requirements, and manage onboarding.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-23, with 46 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Age verification vendor Persona left frontend exposed</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/age-verification-vendor-persona-left-frontend-exposed"/>
    <id>/age-verification-vendor-persona-left-frontend-exposed</id>
    <updated>2026-02-22T00:00:00+00:00</updated>
    <published>2026-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Malwarebytes</name>
      <uri>https://www.malwarebytes.com/blog/news/2026/02/age-verification-vendor-persona-left-frontend-exposed</uri>
    </author>
    <content type="html"><![CDATA[<p>Oops</p>

<blockquote>
  <p>Researchers investigating Discord’s age-verification checks <a href="https://www.therage.co/persona-age-verification/">say they discovered</a> an exposed frontend belonging to Persona, the identity-verification vendor used by Discord. It revealed a far more expansive surveillance and financial intelligence stack than a simple “teen safety” tool.</p>

  <p>A short while ago we reported that <a href="https://www.malwarebytes.com/blog/news/2026/02/discord-will-limit-profiles-to-teen-appropriate-mode-until-you-verify-your-age">Discord will limit profiles to teen-appropriate mode until you verify your age</a>. That means anyone would wants to continue using Discord as before would have to let it scan their face–and the internet was far from happy.</p>

  <p>To analyze these scans, Discord uses biometric identity verification start-up Persona Identities, Inc. a venture that offers Know Your Customer (KYC) and Anti-Money Laundering (AML) solutions that rely on biometric identity checks to estimate a user’s age.</p>

  <p>To demonstrate the privacy implications, researchers <a href="https://cybernews.com/privacy/persona-leak-exposes-global-surveillance-capabilities/">took a closer look</a> and found a publicly exposed Persona frontend on a US government–authorized server, with 2,456 accessible files.
You read that right. According to researcher “Celeste” the exposed code, which has now been removed, sat at a US government-authorized endpoint that appears to have been isolated from its regular work environment.</p>

  <p>In those files, the researchers found details about the extensive surveillance Persona software performs on its users. Beyond checking their age, the software performs 269 distinct verification checks, runs facial recognition against watchlists and politically exposed persons, screens “adverse media” across 14 categories (including terrorism and espionage), and assigns risk and similarity scores.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-22, with 236 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pink noise reduces REM sleep and may harm sleep quality</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pink-noise-reduces-rem-sleep-and-may-harm-sleep-quality"/>
    <id>/pink-noise-reduces-rem-sleep-and-may-harm-sleep-quality</id>
    <updated>2026-02-22T00:00:00+00:00</updated>
    <published>2026-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Penn Medicine</name>
      <uri>https://www.pennmedicine.org/news/pink-noise-reduces-rem-sleep-and-may-harm-sleep-quality</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Pink noise–often used to promote sleep–may reduce restorative REM sleep and interfere with sleep recovery. In contrast, earplugs were found to be significantly more effective in protecting sleep against traffic noise, <a href="https://academic.oup.com/sleep/article-lookup/doi/10.1093/sleep/zsag001">according to new study published in the journal </a>_<a href="https://academic.oup.com/sleep/article-lookup/doi/10.1093/sleep/zsag001">Sleep</a> _from the University of Pennsylvania Perelman School of Medicine.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-22, with 53 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Racism is rife and emboldened by politics and inaction</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/racism-is-rife-and-emboldened-by-politics-and-inaction"/>
    <id>/racism-is-rife-and-emboldened-by-politics-and-inaction</id>
    <updated>2026-02-22T00:00:00+00:00</updated>
    <published>2026-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sky Sports</name>
      <uri>https://www.skysports.com/football/news/11095/13510939/wolves-striker-tolu-arokodare-and-sunderland-winger-romaine-mundle-subjected-to-racist-abuse-on-social-media</uri>
    </author>
    <content type="html"><![CDATA[<p>Can we take “kick it out” literally. Physically?</p>

<blockquote>
  <p>Wolves striker Tolu Arokodare and Sunderland winger Romaine Mundle subjected to racist abuse on social media</p>

  <p>Kick It Out’s statement read: “We stand alongside Wesley Fofana and Hannibal Mejbri, who once again have both been targeted with vile abuse online.</p>

  <p>“Players are standing up to discrimination and we’ve had record reports to Kick It Out from across football this season, but we recognise the frustration in how it continues to fester online.</p>

  <p>“Words matter but actions are more important. Football is working together to tackle this issue alongside the UK Football Policing Unit and Ofcom, but social media companies must do more to offer protections to players and help improve accountability when incidents occur.</p>

  <p>“Those who face this disgusting abuse must always be the priority.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-22, with 135 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The AI Vampire</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-ai-vampire"/>
    <id>/the-ai-vampire</id>
    <updated>2026-02-22T00:00:00+00:00</updated>
    <published>2026-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Steve Yegge</name>
      <uri>https://steve-yegge.medium.com/the-ai-vampire-eda6e4f07163</uri>
    </author>
    <content type="html"><![CDATA[<p>Rings true, I wonder how often AI will get the blame for poor management, overwork, stress, burnout and all the side effects of covid, long Covid etc.</p>

<blockquote>
  <p>In Scenario A, you decide you’re going to impress your employer, and work for 8 hours a day at 10x productivity. You knock it out of the park and make everyone else look terrible by comparison.</p>

  <p>In that scenario, your employer captures 100% of the value from <em>you</em> adopting AI. You get nothing, or at any rate, it ain’t gonna be 9x your salary. And everyone hates you now.</p>

  <p>And you’re <em>exhausted.</em> You’re tired, Boss. You got nothing for it.</p>

  <p>Congrats, you were just drained by a company. I’ve been drained to the point of burnout several times in my career, even at Google once or twice. But now with AI, it’s oh, so much easier.</p>

  <p>Now let’s look at Scenario B. You decide instead that you will only work for an hour a day, and aim to keep up with your peers using AI. On that heavily reduced workload, you manage to scrape by, and nobody notices.</p>

  <p>In this scenario, <em>you</em> capture 100% of the value from your adopting AI.</p>

  <p>In this scenario, your company goes out of business. I’m sorry, but your victory over The Man will be pyrrhic, because The Man is about to be kicked in The Balls, since with everyone slacking off, a competitor will take them out pretty fast.</p>

  <p>But in Scenario A your company is honestly pretty precarious too, since you’re running all your employees on the ragged edge of burnout.</p>

  <p>The answer to “who captures the value” must lie somewhere in the middle, or we’re all pretty screwed</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-22, with 285 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Release Version 1.7</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/version-1-7"/>
    <id>/version-1-7</id>
    <updated>2026-02-21T00:00:00+00:00</updated>
    <published>2026-02-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Updated the website a touch today, with a little help from AI, as my cognitive decline and brain fog from ME continues.</p>

<p><em>I am more reliant on AI to help do the things I want when I cannot remember the code, specific syntax and logic. But have a good idea of what it is I want and I do still seem able to read and understand the output at least in the moment.</em></p>

<h2 id="changes">Changes</h2>

<ul>
  <li>I’ve added .md files to all posts and page to aid AI which read md formats, I’m hoping I can then ask AI to find things on my site when I need them. The whole premise of the site is my second brain but in public rather than notion or obsidian.</li>
  <li>I’ve updated the deployment action to copy these files and build the site, over using GitHub’s basic page deployment process. This meant updating all other actions to add a deploy step using the reusable workflow call.</li>
  <li>Added a specific feed.xml file (over the dynamically created one from the plugin) and added some customisation here to show quoting author for quote posts including the source URI (this seems a good standard on Daring Fireball and other blog feeds I look at), added a custom footer to posts in the RSS feeds. Similarly updated the JSON feed to match including new feed and item details. Removing the Jekyll-feed plugin from the gemfile as it’s no longer needed.</li>
  <li>Updated humans.txt and footer to include the build number</li>
  <li>Added permalinks to all the .well-known standard files</li>
  <li>Updated footer to include the JSON feed, link to LLMs.txt which includes some basic info for AI</li>
  <li>Fixed some URLs and typos in Readme</li>
  <li>Corrected a couple of erroneous data items</li>
</ul>

<p>Apologies to RSS subscribers who will have just had over 600 items appear in their reader. Not sure how to stop that from happening.</p>

          <p><center>***</center></p>
          <p> // Published 2026-02-21, with 315 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Tarot</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14088510"/>
    <id></id>
    <updated>2026-02-20T00:00:00+00:00</updated>
    <published>2026-02-20T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Tarot (2024)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2026-02-20</p>
      <p><a href="https://www.imdb.com/title/TT14088510/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Noah</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1959490"/>
    <id></id>
    <updated>2026-02-20T00:00:00+00:00</updated>
    <published>2026-02-20T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Noah (2014)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2026-02-20</p>
      <p><a href="https://www.imdb.com/title/TT1959490/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Discord Is Not An Acceptable Choice For Free Software Projects</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/jeffrey-paul-discord-is-not-an-acceptable-choice-for-free-software-projects"/>
    <id>/jeffrey-paul-discord-is-not-an-acceptable-choice-for-free-software-projects</id>
    <updated>2026-02-10T00:00:00+00:00</updated>
    <published>2026-02-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jeffrey Paul</name>
      <uri>https://sneak.berlin/20200220/discord-is-not-an-acceptable-choice-for-free-software-projects/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>standardizing on communications tools like Discord discriminates against and excludes everyone who, either for physical safety reasons, or personal preferences, cannot give up their privacy to participate, due to its demands for personally identifiable information like IP address, location, and phone number</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-02-10, with 44 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[ways] How to use ways</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ways/use-ways"/>
    <id>/ways/how-to-ways</id>
    <updated>2026-02-01T00:00:00+00:00</updated>
    <published>2026-02-01T00:00:00+00:00</published>
    <category term="ways" label="Ways"/>
    <content type="html"><![CDATA[<p>Ways are a slash pages format for documenting processes, workflows, and procedures. They are designed to be easy to read and follow, on how to do things. They happen to include a link to the official manual or service where possible, but there should be enough detail to follow steps without needing to click through.</p>

<ol>
  <li>Create a new markdown file in the <code class="language-plaintext highlighter-rouge">_ways</code> directory. The filename should be descriptive of the process you are documenting, for example <code class="language-plaintext highlighter-rouge">how-to-use-ways.md</code>.</li>
  <li>
    <p>Start the file with the following front matter:</p>

    <div class="language-markdown highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="p"> ---</span>
 layout: post
 title: How to use ways
 seo: Ways - A guide to using ways
 tag: ways
 permalink: /ways/use-ways/
 date: 2026-02-01
<span class="p"> ---
</span></code></pre></div>    </div>
  </li>
  <li>Customize the front matter with the appropriate title, SEO description, tags, permalink, and date for your specific way.</li>
  <li>After the front matter, you can start writing your content. Use headings, lists, and other markdown formatting to make it easy to read and follow.</li>
  <li>Save the file and commit it to your repository. The new way will be available at the specified permalink, in this case <code class="language-plaintext highlighter-rouge">/ways/use-ways/</code>.</li>
</ol>

<p><em>I’ve refrained from using screenshots of apps or tools in ways as apps and designs can change frequently, whereas functionality, hopefully, persists.</em></p>

<p>I’ve also updated the Jekyll config to include <code class="language-plaintext highlighter-rouge">_ways</code> as a collection, so you can use the site data variables to access all the ways in your templates and layouts and metadata like the front matter and count of items etc.</p>

<p>The output in the config is set to ‘true’ so the files are generated, however they are not included in any RSS feed output as they are not timely in that sense. This differs to the RSS only feed that has generation turned off so the webpages don’t exist but the RSS feed is still generated with the content.</p>

          <p><center>***</center></p>
          <p> // Published 2026-02-01, with 319 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Backseat Software</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/backseat-software"/>
    <id>/backseat-software</id>
    <updated>2026-01-30T00:00:00+00:00</updated>
    <published>2026-01-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Mike Swanson</name>
      <uri>https://blog.mikeswanson.com/backseat-software/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>What if your car worked like so many apps? You’re driving somewhere important…maybe running a little bit late. A few minutes into the drive, your car pulls over to the side of the road and asks:</p>
</blockquote>

<blockquote>
  <p><em>“How are you enjoying your drive so far?”</em></p>
</blockquote>

<blockquote>
  <p>Annoyed by the interruption, and even more behind schedule, you dismiss the prompt and merge back into traffic.</p>
</blockquote>

<blockquote>
  <p>A minute later it does it again.</p>
</blockquote>

<blockquote>
  <p><em>“Did you know I have a new feature? Tap here to learn more.”</em></p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-30, with 92 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Politics and the English Language</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/politics-and-the-english-language"/>
    <id>/politics-and-the-english-language</id>
    <updated>2026-01-30T00:00:00+00:00</updated>
    <published>2026-01-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/2026/01/politics_and_the_english_language_january_2026_edition</uri>
    </author>
    <content type="html"><![CDATA[<p>Deeply embedded in Apple’s ecosystem and frustrated by a company that used to do the right thing.</p>

<p>Cook needs to go.</p>

<blockquote>
  <p>Cook’s call for “deescalation” is meaningless without specifying which side he’s calling upon to change course, and there’s no weaker sauce than the weak sauce of “both sides”. Using words, not to make a point, but to <em>avoid</em> making a point while creating the illusion of having made one, is the true sin.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-30, with 76 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Quoting Jim Nielsen on Apple</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/quoting-jim-nielsen-on-apple"/>
    <id>/quoting-jim-nielsen-on-apple</id>
    <updated>2026-01-30T00:00:00+00:00</updated>
    <published>2026-01-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jim Nielsen</name>
      <uri>https://notes.jim-nielsen.com/#2026-01-28T0737</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>To be fair, Apple’s mantra is “Think Different” not “Act Different” lol.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-30, with 14 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Only Moat Left Is Knowing Things</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-only-moat-left-is-knowing-things"/>
    <id>/the-only-moat-left-is-knowing-things</id>
    <updated>2026-01-30T00:00:00+00:00</updated>
    <published>2026-01-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting growtika</name>
      <uri>https://growtika.com/blog/authenticity-edge</uri>
    </author>
    <content type="html"><![CDATA[<p>Reddit has some communities I am interested in due to my current situation (medical, financial etc) but 15% seems low for AI slop posts.</p>

<blockquote>
  <p>The data backs this up. 54% of LinkedIn posts are now likely AI-written (<a href="https://originality.ai/blog/linkedin-ai-study-engagement">Originality.ai</a>). 15% of Reddit posts too, up 146% since 2021. Every competitor has the same capability to generate keyword-optimized, structurally correct, grammatically polished content. In about twelve seconds.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-30, with 68 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The UK paid £4.1 million for a bookmarks site</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-uk-paid-4.1-million-for-a-bookmarks-site"/>
    <id>/the-uk-paid-£4.1-million-for-a-bookmarks-site</id>
    <updated>2026-01-30T00:00:00+00:00</updated>
    <published>2026-01-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Mahad Kalam</name>
      <uri>https://mahadk.com/posts/ai-skills-hub</uri>
    </author>
    <content type="html"><![CDATA[<p>That’s procurement for you.</p>

<blockquote>
  <p>I’m also angry that the small webdev businesses we have here in the UK were left out of this - for less than 5% of the cost, we’d have a <em>better</em> website and help out small businesses who actually care about their work, instead of handing the project to a multinational company that made nearly $60 billion in revenue in a year and has zero qualms about ripping off the British taxpayer.</p>
</blockquote>

<blockquote>
  <p>Do better.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-30, with 82 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] Frankenstein</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1312221"/>
    <id></id>
    <updated>2026-01-25T00:00:00+00:00</updated>
    <published>2026-01-25T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Frankenstein (2025)</h3>
      <p><strong>Rated:</strong> 8/10</p>
      <p><strong>Added:</strong> 2026-01-25</p>
      <p><a href="https://www.imdb.com/title/TT1312221/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Jan 2026</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-jan-2026"/>
    <id>/monthly-mixtape-jan-2026</id>
    <updated>2026-01-23T00:00:00+00:00</updated>
    <published>2026-01-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2026-01.png" alt="Monthly Mixtape 2026-01" /></p>

<ol>
  <li>Freebird II - Parquet Courts</li>
  <li>I Don’t Know How To Reach You - Suede</li>
  <li>How High - The Charlatans</li>
  <li>Kiss Me - Sixpence None the Richer</li>
  <li>Together in Electric Dreams - The Human League</li>
  <li>Just Can’t Get Enough - Depeche Mode</li>
  <li>Field of Vision - King Gizzard &amp; The Lizard Wizard</li>
  <li>I Want None of This - Radiohead</li>
  <li>Do You Want To Go To Space Young Man? - Skywatchers</li>
  <li>Blue Monday (feat. Mélanie Pain) - Nouvelle Vague</li>
  <li>The Sun Is Going Down II - Sóley</li>
  <li>Buzzards and Crows - Dirty Pretty Things</li>
  <li>Everybody Wants To Rule the World - Tears for Fears</li>
  <li>Gimme Back My Morphine - Henry’s Funeral Shoe</li>
  <li>Delta Trip - The Juke Joint Pimps</li>
  <li>Boys In the Band - The Libertines</li>
  <li>Narcolepsy - Ben Folds Five</li>
  <li>Bruised - Jack’s Mannequin</li>
  <li>A New England - Kirsty MacColl</li>
  <li>Visitor - Onelinedrawing</li>
  <li>Clone Your Lover - Zeromancer</li>
  <li>Silent Blue - Black Pistol Fire</li>
  <li>Rock Bottom - Black Pistol Fire &amp; Gary Clark Jr.</li>
  <li>Call to the Void - GoGo Penguin</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2026-01-23, with 194 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Snyk is shutting down the securityheaders.com API</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/snyk-is-shutting-down-the-securityheaders.com-api"/>
    <id>/snyk-is-shutting-down-the-securityheaders.com-api</id>
    <updated>2026-01-23T00:00:00+00:00</updated>
    <published>2026-01-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Joe Tiedeman</name>
      <uri>https://joetiedeman.uk/2026/01/22/snyk-is-shutting-down-the-securityheaders-com-api/</uri>
    </author>
    <content type="html"><![CDATA[<p>Cybaa to the rescue</p>

<blockquote>
  <p>In April 2025, Probely announced that the Security Headers API will discontinued in April 2026. As far as we know, the free website service will remain available for the foreseeable future.</p>

  <p>If you were using it for anything below, you now need an alternative:</p>

  <ul>
    <li>CI/CD checks</li>
    <li>Automated estate scanning</li>
    <li>Compliance evidence</li>
    <li>Repeated audits without manual effort</li>
  </ul>

  <p>That’s why I am really excited to announce that alongside our existing services, we’ve released an endpoint to serve as a replacement for the Security Headers API.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-23, with 91 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Your App Sub Is Now My Weekend Project</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/your-app-sub-is-now-my-weekend-project"/>
    <id>/your-app-sub-is-now-my-weekend-project</id>
    <updated>2026-01-23T00:00:00+00:00</updated>
    <published>2026-01-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Roberto Selbach</name>
      <uri>https://rselbach.com/your-sub-is-now-my-weekend-project</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’m still skeptical of vibecoding in general. As I mentioned above, I would not trust my vibecoding enough to make these into products. If something goes wrong, I don’t know how to fix it. Maybe my LLM friends can, but I don’t know. But vibecoding is 100% viable for personal stuff like this: we now have apps on demand.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-23, with 61 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Rip</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT32642706"/>
    <id></id>
    <updated>2026-01-21T00:00:00+00:00</updated>
    <published>2026-01-21T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Rip (2026)</h3>
      <p><strong>Rated:</strong> 7/10</p>
      <p><strong>Added:</strong> 2026-01-21</p>
      <p><a href="https://www.imdb.com/title/TT32642706/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 2026 the year of micro apps</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/2026-the-year-of-micro-apps"/>
    <id>/2026-the-year-of-micro-apps</id>
    <updated>2026-01-16T00:00:00+00:00</updated>
    <published>2026-01-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Matt Birchtree</name>
      <uri>https://birchtree.me/blog/20261-the-year-of-micro-apps/</uri>
    </author>
    <content type="html"><![CDATA[<p>Probably. AI is very good at small scope, low risk papercut type issues.</p>

<p>For example, I used AI to create an activity tracker web page as editing the provided PDF was hard and needed saving/finding each time (3 times a day) I needed to fill  it in for my health care specialist.</p>

<blockquote>
  <p>I’m calling it now: if 2025 was the year of “vibe coding,” 2026 is going to be the year of “micro apps.” It’s the year a meaningful number of people begin to solve their own problems by building custom software tailored specifically to their needs. These apps might not be ready for the mass market, but that’s okay because they’ll be perfect for the individual who created them.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-16, with 122 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] NHS backs AI notetaking to free up more care</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/nhs-backs-ai-notetaking-to-free-up-more-care"/>
    <id>/nhs-backs-ai-notetaking-to-free-up-more-care</id>
    <updated>2026-01-16T00:00:00+00:00</updated>
    <published>2026-01-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting NHS</name>
      <uri>https://www.england.nhs.uk/2026/01/nhs-backs-ai-notetaking-free-up-more-face-to-face-care/</uri>
    </author>
    <content type="html"><![CDATA[<p>This is great, except for when the AI gets it wrong and it’s on my permanent health care record.</p>

<p>My notes say I suffer from “hiccups and had a hangover”, when describing gastrointestinal issues like heartburn and acid reflux and that ME brain fog is worse than any hangover and is a constant blur.</p>

<blockquote>
  <p>New AI notetaking tools being backed by the NHS could help doctors spend up to a quarter more time with their patients.</p>
</blockquote>

<blockquote>
  <p>NHS organisations across England are being urged to take advantage of a new national registry of 19 suppliers for the technology, which captures clinician–patient conversations and uses AI to accurately generate real-time transcriptions and clinical summaries, while ensuring data protection.</p>
</blockquote>

<blockquote>
  <p>Embracing the cutting-edge tools, known as ambient voice technologies, could save clinicians up to 2 or 3 minutes for each patient consultation, freeing up more time for them to see other patients.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2026-01-16, with 154 words.</p>
          <p><center>***</center></p>
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    ]]></content>
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<entry>
    <title type="text">[post] The struggle of resizing windows on macOS Tahoe</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-struggle-of-resizing-windows-on-macos-tahoe"/>
    <id>/the-struggle-of-resizing-windows-on-macos-tahoe</id>
    <updated>2026-01-16T00:00:00+00:00</updated>
    <published>2026-01-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting no.heger</name>
      <uri>https://noheger.at/blog/2026/01/11/the-struggle-of-resizing-windows-on-macos-tahoe/</uri>
    </author>
    <content type="html"><![CDATA[<p>lol.</p>

<blockquote>
  <p>Setting all the aesthetic issues aside – which are to some extent a matter of taste – it also comes at a cost in terms of usability.</p>
</blockquote>

<p>Since upgrading to macOS Tahoe, I’ve noticed that quite often my attempts to resize a window are failing.</p>

          <p><center>***</center></p>
          <p> // Published 2026-01-16, with 48 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Amber Alert</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT31450182"/>
    <id></id>
    <updated>2025-12-31T00:00:00+00:00</updated>
    <published>2025-12-31T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Amber Alert (2024)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-12-31</p>
      <p><a href="https://www.imdb.com/title/TT31450182/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] A Time to Kill</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0117913"/>
    <id></id>
    <updated>2025-12-31T00:00:00+00:00</updated>
    <published>2025-12-31T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>A Time to Kill (1996)</h3>
      <p><strong>Rated:</strong> 7/10</p>
      <p><strong>Added:</strong> 2025-12-31</p>
      <p><a href="https://www.imdb.com/title/TT0117913/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Use Shortkeys to replace text with icons</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/TAESNCybTz0"/>
    <id>TAESNCybTz0</id>
    <updated>2025-12-27T20:14:48+00:00</updated>
    <published>2025-12-27T20:14:48+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/TAESNCybTz0">Use Shortkeys to replace text with icons</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea count cost of Club World Cup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-count-cost-of-club-world-cup"/>
    <id>/chelsea-count-cost-of-club-world-cup</id>
    <updated>2025-12-20T00:00:00+00:00</updated>
    <published>2025-12-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Guardian</name>
      <uri>https://www.theguardian.com/football/2025/dec/16/chelsea-injury-increase-club-world-cup-premier-league</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Chelsea experienced a 44% increase in injuries between June and October compared with the previous season, a report released on Tuesday has found. This year’s period covers their participation in the <a href="https://www.theguardian.com/football/2025/jul/13/chelsea-stun-psg-to-win-club-world-cup-after-cole-palmers-cool-double">Club World Cup</a> and its aftermath.</p>
</blockquote>

<blockquote>
  <p>The figure, which goes some way towards vindicating Enzo Maresca’s rotation and his complaints about injuries, is contained in a report published by the insurance company Howden, which puts the cost of injuries to clubs in Europe’s top five leagues over the past five years at almost £3bn.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-12-20, with 90 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Dec 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-dec-2025"/>
    <id>/monthly-mixtape-dec-2025</id>
    <updated>2025-12-20T00:00:00+00:00</updated>
    <published>2025-12-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-12.png" alt="Monthly Mixtape 2025-12" /></p>

<ol>
  <li>Tell Me Ten Words - Idlewild</li>
  <li>We Have All the Time in the World (Copa Cabana Version) - Fun Lovin’ Criminals</li>
  <li>Rolling Along - Holly Golightly</li>
  <li>Desertion - JJ72</li>
  <li>Broken Down - JJ72</li>
  <li>Take Comfort - The Cooper Temple Clause</li>
  <li>Couldn’t Get It Right - Fun Lovin’ Criminals</li>
  <li>Dreams Don’t Remember Your Name - Jon Fratelli</li>
  <li>Waiting Game - The Cooper Temple Clause</li>
  <li>Surrender - JJ72</li>
  <li>Snakebite - Reverend Deadeye</li>
  <li>Let the Day Begin - Black Rebel Motorcycle Club</li>
  <li>Fake Plastic Trees - Radiohead</li>
  <li>Shout Bamalama - The Detroit Cobras</li>
  <li>Heavy News - Richard Ashcroft</li>
  <li>Devil on the Loose - Black River Delta</li>
  <li>Smoulder - King Adora</li>
  <li>You’ve Got It Bad - Ocean Colour Scene</li>
  <li>Animal Nitrate - Suede</li>
  <li>The Sea - Morcheeba</li>
  <li>Ignore the Ignorant - The Cribs</li>
  <li>Like A Star - Corinne Bailey Rae</li>
  <li>Blue Sky Blues - Ryan Adams</li>
  <li>At My Most Beautiful - R.E.M.</li>
  <li>You Do Something To Me - Paul Weller</li>
  <li>Cold Sun - Black Pistol Fire</li>
  <li>The Crawl - Placebo</li>
  <li>Out Of These Blues - Richard Ashcroft</li>
  <li>Something Inside of Me - The Coral</li>
  <li>Psychedelic Warlord - The Fumes</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-12-20, with 209 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Tomoz App 1.7.1 updated menu to Liquid Glass</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/gzCawumUqUk"/>
    <id>gzCawumUqUk</id>
    <updated>2025-12-19T04:01:06+00:00</updated>
    <published>2025-12-19T04:01:06+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/gzCawumUqUk">Tomoz App 1.7.1 updated menu to Liquid Glass</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Hiyd App 1.7.1 released with new Liquid Glass</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/0xg2Z1c1WK4"/>
    <id>0xg2Z1c1WK4</id>
    <updated>2025-12-19T03:58:50+00:00</updated>
    <published>2025-12-19T03:58:50+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/0xg2Z1c1WK4">Hiyd App 1.7.1 released with new Liquid Glass</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Death Wish</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1137450"/>
    <id></id>
    <updated>2025-12-15T00:00:00+00:00</updated>
    <published>2025-12-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Death Wish (2018)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-12-15</p>
      <p><a href="https://www.imdb.com/title/TT1137450/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Madame Web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11057302"/>
    <id></id>
    <updated>2025-12-15T00:00:00+00:00</updated>
    <published>2025-12-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Madame Web (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-12-15</p>
      <p><a href="https://www.imdb.com/title/TT11057302/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Troll 2</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT29232158"/>
    <id></id>
    <updated>2025-12-15T00:00:00+00:00</updated>
    <published>2025-12-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Troll 2 (2025)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-12-15</p>
      <p><a href="https://www.imdb.com/title/TT29232158/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] F1: The Movie</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT16311594"/>
    <id></id>
    <updated>2025-12-15T00:00:00+00:00</updated>
    <published>2025-12-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>F1: The Movie (2025)</h3>
      <p><strong>Rated:</strong> 9/10</p>
      <p><strong>Added:</strong> 2025-12-15</p>
      <p><a href="https://www.imdb.com/title/TT16311594/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Hiding Inception Point AI flooding Podcast search results</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hiding-inception-point-ai-flooding-podcast-search-results"/>
    <id>/hiding-inception-point-ai-flooding-podcast-search-results</id>
    <updated>2025-12-14T00:00:00+00:00</updated>
    <published>2025-12-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/hiding-inception-point-ai</uri>
    </author>
    <content type="html"><![CDATA[<p>AI slop is coming for your ears</p>

<blockquote>
  <p>A company called Inception Point AI is flooding podcast directories with content. In general I don’t have a position on what Castro users choose to listen to in their podcast apps and would like to help them find content they’re looking for even if it is badly produced or unlistenable. But this company seems to be keying on popular searches in order to flood search results and deceive users.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-12-14, with 78 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] America Has Become a Digital Narco-State</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/america-has-become-a-digital-narco-state"/>
    <id>/america-has-become-a-digital-narco-state</id>
    <updated>2025-12-09T00:00:00+00:00</updated>
    <published>2025-12-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Paul Krugman</name>
      <uri>https://paulkrugman.substack.com/p/america-has-become-a-digital-narco</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Last month Reuters, after reviewing a cache of internal Meta documents, reported that</p>

  <p>Meta internally projected late last year that it would earn about 10% of its overall annual revenue – or $16 billion – from running advertising for scams and banned goods, internal company documents show.</p>

  <p>A cache of previously unreported documents reviewed by Reuters also shows that the social-media giant for at least three years failed to identify and stop an avalanche of ads that exposed Facebook, Instagram and WhatsApp’s billions of users to fraudulent e-commerce and investment schemes, illegal online casinos, and the sale of banned medical products.</p>
</blockquote>

<p>Captured: 2025-12-09</p>

          <p><center>***</center></p>
          <p> // Published 2025-12-09, with 105 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Covid fraud cost UK taxpayer £10.9 billion</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/covid-fraud-cost-uk-taxpayer-10.9-billion"/>
    <id>/covid-fraud-cost-uk-taxpayer-£10.9-billion</id>
    <updated>2025-12-09T00:00:00+00:00</updated>
    <published>2025-12-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/government/news/covid-fraud-cost-uk-taxpayer-109-billion-reveals-independent-report</uri>
    </author>
    <content type="html"><![CDATA[<p>Any chance some recouped money could go to ME &amp; Long Covid research?</p>

<blockquote>
  <p>The Covid Counter Fraud Commissioner, Tom Hayhoe’s, final report to Parliament finds many schemes - including Bounce Back Loans and Eat Out to Help Out - were rolled out with huge fraud risks and no early safeguards – costing the taxpayer millions.</p>

  <p>Weak accountability, bad quality data and poor contracting were identified as the primary causes of the £10.9 billion pound losses – which were enough to fund daily free school meals for the UK’s 2.7 million eligible children for eight years.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-12-09, with 97 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Seven Deadly Sins of “Go Faster&quot;</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-seven-deadly-sins-of-go-faster"/>
    <id>/the-seven-deadly-sins-of-“go-faster&quot;</id>
    <updated>2025-12-09T00:00:00+00:00</updated>
    <published>2025-12-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Codemanship</name>
      <uri>https://codemanship.wordpress.com/2025/11/13/the-seven-deadly-sins-of-go-faster/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Things that will make your dev team take _longer _to deliver _worse _software:</p>
</blockquote>

<ol>
  <li>Adding more people to the team</li>
  <li>Making them work longer hours</li>
  <li>Cutting down on work that “slows them down”, like writing automated tests</li>
  <li>Maximising team utilisation and scheduling more work to be done in parallel</li>
  <li>Micromanaging the details</li>
  <li>Minimising real-time, synchronous communication so they’re not “interrupted”</li>
  <li>Keeping them inline. No questioning the plan, and failure is _not _an option!</li>
</ol>

<blockquote>
  <p>Things that will help your dev team take _less _time to deliver _better _software:</p>
</blockquote>

<ol>
  <li>Keep the team small</li>
  <li>Keep the team rested</li>
  <li>Test more often (you’ll be needing those fast tests)</li>
  <li>Solve one problem at a time, as a team</li>
  <li>Trust the team to make decisions when they need to be made</li>
  <li>Maximise synchronous communication to minimise waiting</li>
  <li>Keep them curious, questioning and unafraid to try</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-12-09, with 146 words.</p>
          <p><center>***</center></p>
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          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Tomoz - Liquid Glass icon set added</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/WS0pQcBoqKI"/>
    <id>WS0pQcBoqKI</id>
    <updated>2025-12-01T20:51:33+00:00</updated>
    <published>2025-12-01T20:51:33+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/WS0pQcBoqKI">Tomoz - Liquid Glass icon set added</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Hiyd - Liquid Glass icon set added</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/SurYW3Tdc5I"/>
    <id>SurYW3Tdc5I</id>
    <updated>2025-12-01T20:51:30+00:00</updated>
    <published>2025-12-01T20:51:30+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/SurYW3Tdc5I">Hiyd - Liquid Glass icon set added</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] EngMan - Liquid Glass icon set added</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/wt0KUCBbTF0"/>
    <id>wt0KUCBbTF0</id>
    <updated>2025-12-01T20:51:16+00:00</updated>
    <published>2025-12-01T20:51:16+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/wt0KUCBbTF0">EngMan - Liquid Glass icon set added</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Aphantasics - Those Who Can’t See Mental Images</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/aphantasics-those-who-can-t-see-mental-images"/>
    <id>/aphantasics---those-who-can’t-see-mental-images</id>
    <updated>2025-11-30T00:00:00+00:00</updated>
    <published>2025-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jason Kottke</name>
      <uri>https://kottke.org/25/11/meet-the-aphantasics-those-who-cant-see-mental-images</uri>
    </author>
    <content type="html"><![CDATA[<p>Huh, so I’ve had this thing in the back of my mind for a lifetime where I have little interest in seeing things in real life such as going on safari as I know what an elephant looks like, and can picture it in its context.</p>

<blockquote>
  <blockquote>
    <p>As soon as I close my eyes, what I see are not everyday objects, animals, and vehicles, but the dark underside of my eyelids. I can’t willingly form the faintest of images in my mind.</p>
  </blockquote>

  <p>Larissa MacFarquhar wrote a fascinating article about aphantasia (and its opposite, hyperphantasia) for the New Yorker: <a href="https://www.newyorker.com/magazine/2025/11/03/some-people-cant-see-mental-images-the-consequences-are-profound">Some People Can’t See Mental Images. The Consequences Are Profound.</a></p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-30, with 112 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cash ISA cut – devil in the detail</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cash-isa-cut-devil-in-the-detail"/>
    <id>/cash-isa-cut-–-devil-in-the-detail</id>
    <updated>2025-11-30T00:00:00+00:00</updated>
    <published>2025-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/cash-isa-cut-update-from-jason-hollands-on-the-devil-in-the-detail/</uri>
    </author>
    <content type="html"><![CDATA[<p>Cash for fees, money market funds?</p>

<blockquote>
  <p>An <a href="https://www.gov.uk/government/publications/tax-free-savings-newsletter-19/tax-free-savings-newsletter-19-november-2025">HMRC bulletin</a> has today outlined the intended measures:</p>
</blockquote>

<blockquote>
  <ul>
    <li>no transfers from stocks and shares and Innovative Finance ISAs to cash ISAs</li>
    <li>tests to determine whether an investment is eligible to be held in a stocks and shares ISA or is ‘cash like’</li>
    <li>a charge on any interest paid on cash held in a stocks and shares or Innovative Finance ISA</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-30, with 74 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Good engineering management is a fad</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/good-engineering-management-is-a-fad"/>
    <id>/good-engineering-management-is-a-fad</id>
    <updated>2025-11-30T00:00:00+00:00</updated>
    <published>2025-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/good-eng-mgmt-is-a-fad/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Having been and worked with engineering managers for some time, I think there are eight foundational engineering management skills, which I want to personally group into two clusters: core skills that are essential to operate in all roles (including entry-level management roles), and growth skills whose presence–or absence–determines how far you can go in your career.</p>

  <p>The core skills are:</p>

  <ol>
    <li><strong>Execution</strong>: lead team to deliver expected tangible and intangible work. Fundamentally, management is about getting things done, and you’ll neither get an opportunity to begin managing, nor stay long as a manager, if your teams don’t execute.</li>
  </ol>

  <p><em>Examples</em>: ship projects, manage on-call rotation, sprint planning, manage incidents</p>

  <ol>
    <li><strong>Team</strong>: shape the team and the environment such that they succeed. This is <em>not</em> working for the team, nor is it working for your leadership, it is finding the balance between the two that works for both.</li>
  </ol>

  <p><em>Examples</em>: hiring, coaching, performance management, advocate with your management</p>

  <ol>
    <li><strong>Ownership</strong>: navigate reality to make consistent progress, even when reality is difficult Finding a way to get things done, rather than finding a way that it not getting done is someone else’s fault.</li>
  </ol>

  <p><em>Examples</em>: doing hard things, showing up when it’s uncomfortable, being accountable despite systemic issues</p>

  <ol>
    <li><strong>Alignment</strong>: build shared understanding across leadership, stakeholders, your team, and the problem space. Finding a realistic plan that meets the moment, without surprising or being surprised by those around you.</li>
  </ol>

  <p><em>Examples</em>: document and share top problems, and updates during crises</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-30, with 250 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Keeping it simple</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/keeping-it-simple"/>
    <id>/keeping-it-simple</id>
    <updated>2025-11-30T00:00:00+00:00</updated>
    <published>2025-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jim Nielsen</name>
      <uri>https://notes.jim-nielsen.com#2025-11-28T2318</uri>
    </author>
    <content type="html"><![CDATA[<p>Nielsen commenting on Gruber’s Cloudflare outage post</p>

<blockquote>
  <p>Keeping it simple will get you fast and reliable way more than any sophisticated, clever plan will.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-30, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Nov 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-nov-2025"/>
    <id>/monthly-mixtape-nov-2025</id>
    <updated>2025-11-30T00:00:00+00:00</updated>
    <published>2025-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-11.png" alt="Monthly Mixtape 2025-11" /></p>

<ol>
  <li>Danse macabre, Op. 40 (Arr. Kossler for 2 Guitars) - Alexandra Whittingham &amp; Stephanie Jones</li>
  <li>Never Be Dead - Agnostic Mountain Gospel Choir</li>
  <li>Delta Trip - The Juke Joint Pimps</li>
  <li>Brain Cycles - Radio Moscow</li>
  <li>Black Lung - Left Lane Cruiser</li>
  <li>Bright Horses - Nick Cave &amp; The Bad Seeds</li>
  <li>Downtown Paranoia Blues - Soledad Brothers</li>
  <li>We Are Love - The Charlatans</li>
  <li>Cello Suite No. 4 in E-Flat Major, BWV 1010: IV. Sarabande - Anastasia Kobekina</li>
  <li>Seven Devils - Florence + The Machine</li>
  <li>Hands Up - I Love You - Madrugada</li>
  <li>A Hundred Moons (Alternative Version) - GoGo Penguin</li>
  <li>Frustrating Sound - Radio Moscow</li>
  <li>In the Dark - Reignwolf</li>
  <li>Hundred Mile High City - Ocean Colour Scene</li>
  <li>Swing, Swing - The All-American Rejects</li>
  <li>Beginning To See - Carl Barât &amp; The Jackals</li>
  <li>Forget Her (Studio Outtake, 1993) - Jeff Buckley</li>
  <li>Vampires - Fastball</li>
  <li>Sweet Sounds Of Heaven - The Rolling Stones &amp; Lady Gaga</li>
  <li>Bloom Baby Bloom - Wolf Alice</li>
  <li>Friday Night - Michelle Gurevich</li>
  <li>Summer In the Trenches - Carl Barât &amp; The Jackals</li>
  <li>Song of the Lake - Nick Cave &amp; The Bad Seeds</li>
  <li>Loose Yourself - Black Diamond Heavies</li>
  <li>Lo/Hi - The Black Keys</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-11-30, with 221 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Mltply App new version is out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/Nc7GzQElj-s"/>
    <id>Nc7GzQElj-s</id>
    <updated>2025-11-24T10:48:23+00:00</updated>
    <published>2025-11-24T10:48:23+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/Nc7GzQElj-s">Mltply App new version is out now</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] EmgMan new version is out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/D22osLaY4oE"/>
    <id>D22osLaY4oE</id>
    <updated>2025-11-24T10:47:06+00:00</updated>
    <published>2025-11-24T10:47:06+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/D22osLaY4oE">EmgMan new version is out now</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Hiyd App 1.5.4 out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/JhjwKW9Kov8"/>
    <id>JhjwKW9Kov8</id>
    <updated>2025-11-23T08:59:48+00:00</updated>
    <published>2025-11-23T08:59:48+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/JhjwKW9Kov8">Hiyd App 1.5.4 out now</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Tomoz App 1.5.4 out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/t5cT1jxwE8U"/>
    <id>t5cT1jxwE8U</id>
    <updated>2025-11-23T08:58:59+00:00</updated>
    <published>2025-11-23T08:58:59+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/t5cT1jxwE8U">Tomoz App 1.5.4 out now</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Apple News doesn’t understand what blocked means</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/Lx7f4gzW1_A"/>
    <id>Lx7f4gzW1_A</id>
    <updated>2025-11-20T10:05:28+00:00</updated>
    <published>2025-11-20T10:05:28+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/Lx7f4gzW1_A">Apple News doesn’t understand what blocked means</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cloudflare outage on November 18 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cloudflare-outage-on-november-18-2025"/>
    <id>/cloudflare-outage-on-november-18-2025</id>
    <updated>2025-11-20T00:00:00+00:00</updated>
    <published>2025-11-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cloudflare</name>
      <uri>https://blog.cloudflare.com/18-november-2025-outage/</uri>
    </author>
    <content type="html"><![CDATA[<p>My sites were unavailable during this outage, but in all my years with Cloudflare, around a decade, I’ve had no issues and have yet to pay them a penny as their free tier is awesome. I pay them for domain name registration.</p>

<p>I primarily use Cloudflare for all my DNS, SSL, Security Headers, WAF, and caching. The outage proves the rule.</p>

<blockquote>
  <p>Cloudflare’s network began experiencing significant failures to deliver core network traffic. This showed up to Internet users trying to access our customers’ sites as an error page indicating a failure within Cloudflare’s network.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-20, with 96 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monotype font licencing shake-down</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monotype-font-licencing-shake-down"/>
    <id>/monotype-font-licencing-shake-down</id>
    <updated>2025-11-20T00:00:00+00:00</updated>
    <published>2025-11-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Insanity Works</name>
      <uri>https://www.insanityworks.org/randomtangent/2025/11/14/monotype-font-licencing-shake-down</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Don’t try to shake-down a typography nerd with your dubious, automated claims about his employer using unlicensed fonts.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-11-20, with 20 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] ME/CFS debate at Westminster Hall - 2025-11-19</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/watch?v=pxVNhwD8Teg"/>
    <id>pxVNhwD8Teg</id>
    <updated>2025-11-19T19:14:07+00:00</updated>
    <published>2025-11-19T19:14:07+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/watch?v=pxVNhwD8Teg">ME/CFS debate at Westminster Hall - 2025-11-19</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Mltply - a free iOS app for kids for learning maths.</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/qlCOnK2LT4A"/>
    <id>qlCOnK2LT4A</id>
    <updated>2025-11-13T21:09:18+00:00</updated>
    <published>2025-11-13T21:09:18+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/qlCOnK2LT4A">Mltply - a free iOS app for kids for learning maths.</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Tomoz and Hiyd now support shortcuts and app intents</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/HGLV826MJGw"/>
    <id>HGLV826MJGw</id>
    <updated>2025-11-13T21:01:18+00:00</updated>
    <published>2025-11-13T21:01:18+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/HGLV826MJGw">Tomoz and Hiyd now support shortcuts and app intents</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[video] Tomoz now supports reminders</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/PeXC9qFe3fA"/>
    <id>PeXC9qFe3fA</id>
    <updated>2025-11-12T00:00:00+00:00</updated>
    <published>2025-11-12T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <p><a href="https://www.youtube.com/shorts/PeXC9qFe3fA">Tomoz now supports reminders</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The PSF has withdrawn a 1.5 million proposal to US gov grant</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-psf-has-withdrawn-a-1.5-million-proposal-to-us-gov-grant"/>
    <id>/the-psf-has-withdrawn-a-1.5-million-proposal-to-us-gov-grant</id>
    <updated>2025-10-28T00:00:00+00:00</updated>
    <published>2025-10-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Pyfound</name>
      <uri>https://pyfound.blogspot.com/2025/10/NSF-funding-statement.html?m=1</uri>
    </author>
    <content type="html"><![CDATA[<p>Class.</p>

<blockquote>
  <p>our proposal was recommended for funding, particularly as only <a href="https://www.nsf.gov/funding/overview">36% </a>of new NSF grant applicants are successful on their first attempt. We became concerned, however, when we were presented with the terms and conditions we would be required to agree to if we accepted the grant. These terms included affirming the statement that we “do not, and will not during the term of this financial assistance award, operate any programs that advance or promote DEI, or discriminatory equity ideology in violation of Federal anti-discrimination laws.” This restriction would apply not only to the security work directly funded by the grant, but to any and all activity of the PSF as a whole. Further, violation of this term gave the NSF the right to “claw back” previously approved and transferred funds. This would create a situation where money we’d already spent could be taken back, which would be an enormous, open-ended financial risk.</p>
</blockquote>

<blockquote>
  <p>Diversity, equity, and inclusion are core to the PSF’s values, as committed to in our <a href="https://www.python.org/psf/mission/">mission statement</a>:</p>
</blockquote>

<blockquote>
  <p><em>The mission of the Python Software Foundation is to promote, protect, and advance the Python programming language, and to support and facilitate the growth of <strong>a diverse and international community</strong> of Python programmers.</em></p>
</blockquote>

<blockquote>
  <p>Given the value of the grant to the community and the PSF, we did our utmost to get clarity on the terms and to find a way to move forward in concert with our values. We consulted our NSF contacts and reviewed decisions made by other organizations in similar circumstances, particularly <a href="https://carpentries.org/blog/2025/06/announcing-withdrawal-of-nsf-pose-proposal/">The Carpentries</a>.</p>
</blockquote>

<blockquote>
  <p>In the end, however, the PSF simply can’t agree to a statement that we won’t operate any programs that “advance or promote” diversity, equity, and inclusion, as it would be a betrayal of our mission and our community.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-28, with 307 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Oct 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-mixtape-oct-2025"/>
    <id>/monthly-mixtape-oct-2025</id>
    <updated>2025-10-26T00:00:00+00:00</updated>
    <published>2025-10-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-10.png" alt="Monthly Mixtape 2025-10" /></p>

<ol>
  <li>Antidepressants - Suede</li>
  <li>Ecdysis - Miho Hatori</li>
  <li>Secret Smile - Semisonic</li>
  <li>Take Comfort - The Cooper Temple Clause</li>
  <li>I Don’t Want To Wait (Album Version) - Paula Cole</li>
  <li>Santo Domingo - Jon Fratelli</li>
  <li>Friday I’m In Love (Remastered 2022) - The Cure</li>
  <li>Into My Arms (2011 Remaster) - Nick Cave &amp; The Bad Seeds</li>
  <li>Wonderwall - Ryan Adams</li>
  <li>A.I.M. - The Cooper Temple Clause</li>
  <li>Typhoons - Royal Blood</li>
  <li>Love Will Tear Us Apart (2020 Remaster) - Joy Division</li>
  <li>If You Don’t Love Me - Prefab Sprout</li>
  <li>Chelsea Dagger - The Fratellis</li>
  <li>God’s Gonna Cut You Down - Black Rebel Motorcycle Club</li>
  <li>Bigmouth Strikes Again - The Smiths</li>
  <li>Come on Over - Royal Blood</li>
  <li>Whatever Happened To My Rock ‘N’ Roll (Punk Song) - Black Rebel Motorcycle Club</li>
  <li>Mesi Bondye - Leyla McCalla</li>
  <li>The Devil Walks In the Sand - The Cooper Temple Clause</li>
  <li>Goodbye - Biffy Clyro</li>
  <li>Lo/Hi - The Black Keys</li>
  <li>Pish - The Brian Jonestown Massacre</li>
  <li>So Far from Your Weapon - The Dead Weather</li>
  <li>Speak of the Devil - Black Pistol Fire</li>
  <li>Pull Me Through - Royal Blood</li>
  <li>Sugar Water - Cibo Matto</li>
  <li>Strange Game - Mick Jagger</li>
  <li>Kamèn Sa W Fè? - Leyla McCalla</li>
  <li>I’m Not Sorry - The Pigeon Detectives</li>
  <li>Bird in the Hand - Rival Sons</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-10-26, with 236 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Anti inflammatory medication in the treatment</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/anti-inflammatory-medication-in-the-treatment"/>
    <id>/anti-inflammatory-medication-in-the-treatment</id>
    <updated>2025-10-24T00:00:00+00:00</updated>
    <published>2025-10-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting ME Association</name>
      <uri>https://meassociation.org.uk/2025/10/new-study-on-the-effectiveness-of-an-anti-inflammatory-medication-in-the-treatment-of-long-covid/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Research evidence indicates that following an infection there may be on-going over-activity of the immune system occurring in both ME/CFS and Long Covid.</p>

  <p>As this may then result in low level inflammation, various types of anti-inflammatory drugs have been assessed as a possible form of treatment.</p>

  <p>The results from clinical trials that have been carried out so far have failed to establish that anti inflammatory drugs are an effective form of treatment for either condition.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-24, with 77 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Key Offers for October 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/key-offers-for-october-2025"/>
    <id>/key-offers-for-october-2025</id>
    <updated>2025-10-24T00:00:00+00:00</updated>
    <published>2025-10-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="https://bit.ly/3oD1nnS">£50 - Switch to Octopus Energy for £50 credit.</a></li>
  <li><a href="https://i.smarty.co.uk/CSj6iK">£40 - gift card when you join Smarty</a></li>
  <li><a href="https://aklam.io/91zWhU?">£75 - when taking a 1000mb YouFibre broadband plan</a></li>
  <li><a href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">£5 free credit when you join the Electroverse</a></li>
  <li><a href="https://tech.referrals.octopus.energy/ulLGI6SC">£25 - Visa card when you install an Octopus EV charger</a></li>
  <li><a href="https://join.monzo.com/c/tr0bxrb7">Join Monzo bank get up to £50</a></li>
</ul>

<h2 id="sponsor">Sponsor</h2>

<ul>
  <li><a href="https://cybaa.io/?ref=thechels">Monitor all your domains for security issues and get real time alerts with Cybaa</a></li>
</ul>

<h2 id="indie-app">Indie App</h2>
<ul>
  <li><a href="https://apps.apple.com/uk/app/engman/id6747295473">Get the Engineering Manager Coach App on iOS now</a></li>
  <li><a href="https://apps.apple.com/us/app/hiyd/id6746853559">Get Hiyd - the Jekyll companion App on iOS now</a></li>
  <li><a href="https://apps.apple.com/gb/app/tomoz/id6748755747">Plan for Tomorrow, today either Tomoz for iOS - your simple view of tomorrow’s calendar events</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-10-24, with 122 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Conjuring 2</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3065204"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Conjuring 2 (2016)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT3065204/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Conjuring</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1457767"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Conjuring (2013)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT1457767/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Social Network</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1285016"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Social Network (2010)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT1285016/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Babadook</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT2321549"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Babadook (2014)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT2321549/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Inception</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1375666"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Inception (2010)</h3>
      <p><strong>Rated:</strong> 9/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT1375666/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Wolf of Wall Street</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0993846"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Wolf of Wall Street (2013)</h3>
      <p><strong>Rated:</strong> 7/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT0993846/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Avengers: Endgame</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT4154796"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Avengers: Endgame (2019)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT4154796/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Captain America: The Winter Soldier</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1843866"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Captain America: The Winter Soldier (2014)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT1843866/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[film] Shutter Island</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1130884"/>
    <id></id>
    <updated>2025-10-23T00:00:00+00:00</updated>
    <published>2025-10-23T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Shutter Island (2010)</h3>
      <p><strong>Rated:</strong> 8/10</p>
      <p><strong>Added:</strong> 2025-10-23</p>
      <p><a href="https://www.imdb.com/title/TT1130884/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] “What to Do When Before You Die”</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-to-do-when-you-die"/>
    <id>/what-to-do-when-you-die</id>
    <updated>2025-10-21T00:00:00+00:00</updated>
    <published>2025-10-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="essential-estate-planning-checklist">Essential Estate Planning Checklist</h2>

<h3 id="legal-documents">Legal Documents</h3>

<ul>
  <li>Will. Ensure you have a current, legally valid will so your assets are distributed according to your wishes.</li>
  <li>Lasting Power of Attorney. This is critical in case you cannot function cognitively to manage your own affairs, allowing someone you trust to make decisions on your behalf.</li>
</ul>

<h3 id="documentation">Documentation</h3>

<ul>
  <li>“When I Die” folder or notebook. Create centralized documentation of all essential information so your loved ones can find what they need (check out Meaningful Money website and podcast for more on this—they typically cover it once a year).</li>
  <li>Records of businesses, banks, bills, and assets. Maintain comprehensive records and set an annual reminder to review and update these so nothing is overlooked.</li>
</ul>

<h3 id="communication-and-access">Communication and Access</h3>

<ul>
  <li>Quarterly sessions with spouse or next of kin. Schedule regular reviews of your financial situation together so they understand your affairs before an emergency arises.</li>
  <li>Joint names on bills. Where possible, add your spouse or next of kin to accounts so they can manage them without legal complications.</li>
  <li>Shared password vault. Use a password manager with shared access for accounts that can’t be joint, ensuring your family can access critical accounts when needed (good practice anyway).</li>
  <li>Shared email account. Consider setting one up for household management so important communications aren’t lost in a personal inbox.</li>
</ul>

<h3 id="insurance">Insurance</h3>

<ul>
  <li>Comprehensive coverage. If you can afford it, protect your family against financial hardship by considering:
    <ul>
      <li>Critical illness cover to replace income if you’re diagnosed with a serious condition.</li>
      <li>Income protection to cover regular expenses if you can’t work.</li>
      <li>Death or life cover to provide financial security for dependents.</li>
      <li>Medical insurance to avoid depleting savings for healthcare costs.</li>
    </ul>
  </li>
</ul>

<h3 id="pensions">Pensions</h3>

<ul>
  <li>Expression of wishes. Ensure all pensions have up-to-date beneficiary designations, as pensions are at the administrator’s discretion and millions still list ex-spouses as beneficiaries, which often causes family disputes.</li>
  <li>Consolidation. Simplify by consolidating workplace pensions into one SIPP where appropriate, making them easier to track and manage (except defined benefit schemes—get professional advice if needed).</li>
</ul>

<h3 id="digital-legacy">Digital Legacy</h3>

<ul>
  <li>Online legacy services. Some platforms like Meta (neé Facebook) allow you to transfer ownership to another user upon proof of death, preserving memories and access.</li>
  <li>Social media and digital accounts. Decide what you want to happen to each account so your digital presence is handled according to your wishes.</li>
  <li>Digital downsizing. Take stock of all accounts and eliminate unnecessary ones, reducing the burden on those managing your estate.</li>
</ul>

<h3 id="final-wishes">Final Wishes</h3>

<ul>
  <li>Document your preferences. Put in writing what you want when the inevitable happens so your family isn’t left guessing during an emotional time:
    <ul>
      <li>Burial or cremation preferences.</li>
      <li>Wake or memorial service details.</li>
      <li>Music playlist for the service.</li>
      <li>Poems and readings you’d like included.</li>
      <li>Any other specific requests or wishes.</li>
    </ul>
  </li>
</ul>

<hr />

<p>This comprehensive checklist ensures your affairs are in order and reduces the administrative and emotional burden on loved ones during difficult times.</p>

          <p><center>***</center></p>
          <p> // Published 2025-10-21, with 501 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] AWS CEO on AI replacing junior staff</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/aws-ceo-on-ai-replacing-junior-staff"/>
    <id>/aws-ceo-on-ai-replacing-junior-staff</id>
    <updated>2025-10-19T00:00:00+00:00</updated>
    <published>2025-10-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2025/08/21/aws_ceo_entry_level_jobs_opinion/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Amazon Web Services CEO Matt Garman has suggested firing junior workers because AI can do their jobs is “the dumbest thing I’ve ever heard.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-19, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Countering Espionage and Foreign Interference</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/countering-espionage-and-foreign-interference"/>
    <id>/countering-espionage-and-foreign-interference</id>
    <updated>2025-10-14T00:00:00+00:00</updated>
    <published>2025-10-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting NPSA Gov</name>
      <uri>https://www.npsa.gov.uk/national-security-act/defending-democracy/countering-espionage-and-foreign-interference</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Cyber compromises</p>

  <p>Threat actors use spear-phishing and social engineering, in the form of highly personalised messages aimed at tricking specific individuals into revealing sensitive information or clicking malicious links, to compromise accounts and devices. The proliferation of commercial spyware has enabled a wider range of actors to compromise devices.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-14, with 51 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Private Investigator - Common Mistakes That Helps Us Crack Cases</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/private-investigator-common-mistakes-that-helps-us-crack-cases"/>
    <id>/private-investigator---common-mistakes-that-helps-us-crack-cases</id>
    <updated>2025-10-14T00:00:00+00:00</updated>
    <published>2025-10-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sky News</name>
      <uri>https://news.sky.com/story/im-a-private-investigator-heres-how-much-we-cost-and-common-mistake-that-helps-us-crack-cases-13449332</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p><strong>Here’s one of my secrets for investigating…</strong> People often reuse usernames. By tracking a username across platforms, databases, and forums, you can build a surprisingly complete profile, even if the person thinks they’ve been discreet.</p>
</blockquote>

<blockquote>
  <p><strong>Curiosity, genuine, relentless curiosity, is the single most important skill in this profession…</strong> You have to be deeply interested in people, behaviours, patterns, and anomalies. It’s that instinct to ask why, to dig one layer deeper than everyone else, that often leads to the breakthrough. You can teach someone the technical elements, but curiosity, in my opinion, can’t be taught. It’s either part of your mindset, or it’s not.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-14, with 108 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Diagnosis</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/diagnosis"/>
    <id>/diagnosis</id>
    <updated>2025-10-13T00:00:00+00:00</updated>
    <published>2025-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Last week my GP confirmed a diagnosis of ME CFS.</p>

<p>I’ve been off work since July and I’ve used my Mac for less than an hour in those several months. Basically to do a computer only task, and updating it.</p>

<p>Updates will be sporadic and will utilise some automations and workflows built on my phone (Drafts, Pythonista, Working Copy).</p>

<p>Apologies for any typos. Cognitive decline overwhelms.</p>

          <p><center>***</center></p>
          <p> // Published 2025-10-13, with 66 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Hacker Laws</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hacker-laws"/>
    <id>/hacker-laws</id>
    <updated>2025-10-13T00:00:00+00:00</updated>
    <published>2025-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Hacker Laws</name>
      <uri>https://hacker-laws.com/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Debugging is twice as hard as writing the code in the first place. Therefore, if you write the code as cleverly as possible, you are, by definition, not smart enough to debug it.</p>

  <p>(Brian Kernighan)</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-13, with 37 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] England Is Mine</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3717804"/>
    <id></id>
    <updated>2025-10-12T00:00:00+00:00</updated>
    <published>2025-10-12T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>England Is Mine (2017)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-10-12</p>
      <p><a href="https://www.imdb.com/title/TT3717804/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Free the web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/free-the-web"/>
    <id>/free-the-web</id>
    <updated>2025-10-09T00:00:00+00:00</updated>
    <published>2025-10-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>When website security doesn’t have fallbacks for visitors when using basic browser security tools.</p>

<p>The web used to be open, it’s now behind are verification, captchas and human verification as well as cookie banners.</p>

<blockquote>
  <p>It shouldn’t. But if the browser is overly hardened, such as blocking all cookies, it may cause the looping issue. <a href="https://community.cloudflare.com/t/cloudflare-blocking-me-randomly/620706">1</a></p>

  <p>Normally, instances like this are attributable to an ad blocker plugin. <a href="https://community.cloudflare.com/t/cloudflare-blocking-me/234356">2</a></p>

  <p>Disable ad blockers, update your OS and/or browser, try incognito mode, check your IP reputation, and/or try a mobile device. <a href="https://community.cloudflare.com/t/i-dont-know/535972">3</a></p>
</blockquote>

<p>I had to sell my modest Premium Bonds to pay the bills and it didn’t work 4 times in a row on my mobile device.</p>

<blockquote>
  <p>I’m sorry to hear that - please ensure you’re using a stable internet connection when accessing the website.</p>

  <p>VPN software, browser extensions and internet connection issues may interfere with the functionality of the website - please turn them off if you are using any.</p>

  <p>In many cases issues can be fixed by making sure your browser is up to date or by using an alternative browser. Different browsers are more reliable on certain devices.</p>
</blockquote>

<p>Premium Bonds are held with N&amp;SI backed by HM Treasury. The. Government.</p>

          <p><center>***</center></p>
          <p> // Published 2025-10-09, with 206 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Sep 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-09-2025"/>
    <id>/mixtape-music-09-2025</id>
    <updated>2025-10-05T00:00:00+00:00</updated>
    <published>2025-10-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-09.png" alt="Monthly Mixtape 2025-09" /></p>

<ol>
  <li>The Middle - Jimmy Eat World</li>
  <li>Orange Crush (Remastered 2013) - R.E.M.</li>
  <li>Temptation Waits (2018 Remaster) - Garbage</li>
  <li>Round Here - Counting Crows</li>
  <li>A Murder of One - Counting Crows</li>
  <li>Linger - The Cranberries</li>
  <li>Road To Nowhere (2005 Remaster) - Talking Heads</li>
  <li>There’s No Future In Optimism - Garbage</li>
  <li>Meds (feat. Alison Mosshart) - Placebo</li>
  <li>English Summer Rain - Placebo</li>
  <li>The Wild Ones - Suede</li>
  <li>Everyday Is Like Sunday - Morrissey</li>
  <li>Zombie (2025 Remastered) - The Cranberries</li>
  <li>Leaders of the Free World - Elbow</li>
  <li>Irish Blood, English Heart - Morrissey</li>
  <li>Destiny Calling - James</li>
  <li>orange show speedway - Lizzy McAlpine</li>
  <li>Dead Flowers for Her - Skywatchers</li>
  <li>Here I Dreamt I Was an Architect - The Decemberists</li>
  <li>Avalanche - Nick Cave &amp; The Bad Seeds</li>
  <li>Little By Little - Oasis</li>
  <li>There Is a Light That Never Goes Out - The Smiths</li>
  <li>High and Dry - Radiohead</li>
  <li>My Insatiable One - Suede</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-10-05, with 174 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Recommended RSS readers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/recommended-rss-readers"/>
    <id>/recommended-rss-readers</id>
    <updated>2025-10-05T00:00:00+00:00</updated>
    <published>2025-10-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cory Dransfeldt</name>
      <uri>https://www.coryd.dev/posts/2025/recommended-rss-readers</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>RSS has been my preferred way to read content on the web for over a decade now (RIP Google Reader). It’s a clean, efficient and simple way to curate your own news and content from across the web.</p>
</blockquote>

<blockquote>
  <p>I’ll leave it to Molly White to <a href="https://www.citationneeded.news/curate-with-rss/">much more eloquently expound upon the benefits of RSS generally</a>, but I wanted to add post a list of RSS readers that I recommend.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-05, with 74 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Why NetNewsWire Is Not a Web App</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/why-netnewswire-is-not-a-web-app"/>
    <id>/why-netnewswire-is-not-a-web-app</id>
    <updated>2025-10-05T00:00:00+00:00</updated>
    <published>2025-10-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Brent Simmons (inessential.com)</name>
      <uri>https://inessential.com/2025/10/04/why-netnewswire-is-not-web-app.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>But what if I wanted to do a web app, in addition to or instead of a native app?</p>
</blockquote>

<blockquote>
  <p>I can picture a future, as I bet you can, where RSS readers aren’t allowed on any app store, and we’re essentially required to use billionaire-owned social media and platform-owned news apps.</p>
</blockquote>

<blockquote>
  <p>But there are issues with making NetNewsWire a web app.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-05, with 67 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple on the Digital Markets Act</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-on-the-digital-markets-act"/>
    <id>/apple-on-the-digital-markets-act</id>
    <updated>2025-10-04T00:00:00+00:00</updated>
    <published>2025-10-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/2025/09/apple_on_the_digital_markets_act</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Live Translation with AirPods and iPhone Mirroring are both <em>amazing</em> features. And EU users are missing out on them. I think Apple structured this piece exactly right, by emphasizing first that the most direct effect of the DMA is that EU users are getting great features late – or never. And that list of features is only going to grow over time.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-04, with 64 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Myalgic encephalomyelitis (ME/CFS)</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/me-cfs-nice-guidelines"/>
    <id>/me-cfs-nice-guidelines</id>
    <updated>2025-10-01T00:00:00+00:00</updated>
    <published>2025-10-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting NICE</name>
      <uri>https://cks.nice.org.uk/topics/myalgic-encephalomyelitis-chronic-fatigue-syndrome-me/cfs/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Summary</p>

  <ul>
    <li>Myalgic encephalomyelitis or encephalopathy (ME) or chronic fatigue syndrome (CFS) is a complex chronic condition defined by a specific pattern of different symptoms that impact a person’s quality of life and functioning.
      <ul>
        <li>There is typically a clear relationship between normal everyday activity levels causing a disproportionate escalation in fatigue, which does not improve with rest and is slow to recover.</li>
        <li>The exact pathophysiology is not fully understood.</li>
        <li>Symptoms typically fluctuate and can change unpredictably in nature and severity over a day, week, or longer.</li>
      </ul>
    </li>
    <li>A flare-up describes a worsening of symptoms, more than would be accounted for by normal day-to-day variation, that affects the person’s ability to perform usual activities. It is typically transient and resolves after a few days.</li>
    <li>A relapse describes a sustained and marked exacerbation of symptoms lasting longer than a flare-up and needing a substantial and sustained adjustment to the person’s energy management.</li>
    <li><em>Triggers may include acute infection or illness, overexertion, injury or trauma, other medical conditions, sleep disturbance, or stress. There may be no identifiable trigger.</em></li>
    <li>Complications include reduced quality of life, social stigma, loss of trust in healthcare and social care professionals, and impact on mental health, education, and work.</li>
    <li>There is no diagnostic test for ME/CFS. A diagnosis should be suspected if the person has the following symptoms for at least 6 weeks that significantly impact functioning and are not explained by another condition:
      <ul>
        <li>Debilitating fatigue that is worsened by activity, is not caused by excessive cognitive, physical, emotional, or social exertion, and is not significantly relieved by rest.</li>
        <li>Post-exertional malaise after activity.</li>
        <li>Unrefreshing sleep or sleep disturbance (or both).</li>
        <li>Cognitive difficulties.</li>
        <li>There may be additional symptoms associated with autonomic dysfunction, pain, the gastrointestinal tract, and sensory hypersensitivities, for example.</li>
      </ul>
    </li>
    <li>Investigations should be arranged to exclude alternative or coexisting conditions, including blood tests and urinalysis.</li>
    <li>Adults with persistent symptoms after 3 months should be referred to an ME/CFS specialist team for confirmation of the diagnosis and development of a personalized care and support plan.</li>
    <li>Review of a person with confirmed ME/CFS should be arranged at least annually in primary care, including:
      <ul>
        <li>Assessing current or new symptoms and investigating appropriately.</li>
        <li>Reviewing psychological, emotional, and social wellbeing; self-management strategies; and impact on functioning.</li>
        <li>Advising about sources of information and support.</li>
        <li>Reviewing and revising the specialist energy management plan, physical functioning and mobility, and physical activity or exercise programme (if relevant).</li>
        <li>Considering referral to a physiotherapist or occupational therapist working in an ME/CFS specialist team if needed.</li>
        <li>Reviewing the person’s support needs, including medicines management; education, training, or employment needs; financial and social care support.</li>
        <li>Managing any associated conditions and comorbidities including mental health, nutrition and bone health advice.</li>
        <li>Offering referral for cognitive behavioural therapy if the person wishes for this.</li>
        <li>Ensuring early recognition, planning for, and self-management of flare-ups or relapse.</li>
        <li>Providing a named contact in primary care and/or the ME/CFS specialist team to co-ordinate care and provide supports.</li>
      </ul>
    </li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-10-01, with 498 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] UK Gov Issues New Order to Access iCloud User Data</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/uk-gov-issues-new-order-to-access-icloud-user-data"/>
    <id>/uk-gov-issues-new-order-to-access-icloud-user-data</id>
    <updated>2025-10-01T00:00:00+00:00</updated>
    <published>2025-10-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting MacRumors</name>
      <uri>https://www.macrumors.com/2025/10/01/uk-issues-new-order-for-icloud-data/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The UK government has issued a new request for Apple to provide access to encrypted icloud user data, the Financial Times reports.</p>
</blockquote>

<p>The report reveals that, in early September, the UK Home Office demanded that Apple creates a way for officials to access encrypted ‌iCloud‌ backups. Unlike its previous order, the latest request focuses on the ‌iCloud‌ data of British citizens specifically.</p>

          <p><center>***</center></p>
          <p> // Published 2025-10-01, with 64 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Sports expands</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-sports-expands"/>
    <id>/apple-sports-expands</id>
    <updated>2025-09-23T00:00:00+00:00</updated>
    <published>2025-09-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Apple</name>
      <uri>https://www.apple.com/newsroom/2025/09/apple-sports-adds-widgets-and-expands-to-eight-new-countries/</uri>
    </author>
    <content type="html"><![CDATA[<p>Not yet women’s football from anywhere in Europe.</p>

<blockquote>
  <p>Apple Sports is also expanding and now available for free in eight additional countries: Austria, France, Germany, Iceland, Ireland, Italy, Portugal, and Spain. League coverage continues to grow as well, with the addition of new European soccer competitions, including the 2. Bundesliga, Ligue 2, Segunda División, Serie B, and Primeira Liga.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-09-23, with 61 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Wake-Up Call</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/wake-up-call"/>
    <id>/wake-up-call</id>
    <updated>2025-09-23T00:00:00+00:00</updated>
    <published>2025-09-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/linked/2025/09/23/goddard-kimmel</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The big problem is YouTube. With YouTube, Google has a centralized chokehold on video. We need a way that’s as easy and scalable to host video content, independently, as it is for written content. I don’t know what the answer to that is, technically, but we ought to start working on it with urgency.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-09-23, with 56 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Time Cut</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14857528"/>
    <id></id>
    <updated>2025-09-14T00:00:00+00:00</updated>
    <published>2025-09-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Time Cut (2024)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-09-14</p>
      <p><a href="https://www.imdb.com/title/TT14857528/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Life or Something Like It</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0282687"/>
    <id></id>
    <updated>2025-09-14T00:00:00+00:00</updated>
    <published>2025-09-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Life or Something Like It (2002)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-09-14</p>
      <p><a href="https://www.imdb.com/title/TT0282687/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Running Man</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0093894"/>
    <id></id>
    <updated>2025-09-14T00:00:00+00:00</updated>
    <published>2025-09-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Running Man (1987)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-14</p>
      <p><a href="https://www.imdb.com/title/TT0093894/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] War of the Worlds</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0407304"/>
    <id></id>
    <updated>2025-09-14T00:00:00+00:00</updated>
    <published>2025-09-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>War of the Worlds (2005)</h3>
      <p><strong>Rated:</strong> 1/10</p>
      <p><strong>Added:</strong> 2025-09-14</p>
      <p><a href="https://www.imdb.com/title/TT0407304/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Anaconda</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0118615"/>
    <id></id>
    <updated>2025-09-14T00:00:00+00:00</updated>
    <published>2025-09-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Anaconda (1997)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-14</p>
      <p><a href="https://www.imdb.com/title/TT0118615/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Blood Pressure support in Apple Watch Series 9+</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hypertension-support-watch-9"/>
    <id>/hypertension-support-watch-9</id>
    <updated>2025-09-09T00:00:00+00:00</updated>
    <published>2025-09-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Apple</name>
      <uri>https://www.apple.com/uk/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <ul>
    <li>As of 9 September 2025, hypertension notifications are pending regulatory review and expected to be cleared this month, with availability on Apple Watch Series 9 and later and Apple Watch Ultra 2 and later. The feature is not intended for use by people under 22 years old, those who have been previously diagnosed with hypertension, or pregnant persons.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-09-09, with 62 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Aug 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-08-2025"/>
    <id>/mixtape-music-08-2025</id>
    <updated>2025-09-09T00:00:00+00:00</updated>
    <published>2025-09-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-08.png" alt="Monthly Mixtape 2025-08" /></p>

<ol>
  <li>Shadow (I Know You, Pt.5) - Morphine</li>
  <li>Empty Pool - Cibo Matto</li>
  <li>Midnight Rider - The Allman Brothers Band</li>
  <li>Don’t You (Forget About Me) - Simple Minds</li>
  <li>Roam - The B-52’s</li>
  <li>Wild Child - The Black Keys</li>
  <li>Dreams - The Cranberries</li>
  <li>See the World - Gomez</li>
  <li>Another Morning Stoner - …And You Will Know Us By the Trail of Dead</li>
  <li>Red Alert (Jaxx Radio Mix) - Basement Jaxx</li>
  <li>Don’t Call Me Baby - Madison Avenue</li>
  <li>Toca’s Miracle (Radio Edit) - Fragma</li>
  <li>Pure Shores - All Saints</li>
  <li>Rio - Duran Duran</li>
  <li>Once In a Lifetime - Talking Heads</li>
  <li>Don’t Dream It’s Over - Crowded House</li>
  <li>Distant Sun - Crowded House</li>
  <li>Holocaust - Placebo</li>
  <li>Jewel - Bombay Bicycle Club</li>
  <li>Bingo Bango - Basement Jaxx</li>
  <li>Come As You Are (Live Acoustic) - Nirvana</li>
  <li>I Love Rock ‘N Roll - Joan Jett &amp; The Blackhearts</li>
  <li>Losing My Religion - R.E.M.</li>
  <li>Lovefool - The Cardigans</li>
  <li>Save Tonight - Eagle-Eye Cherry</li>
  <li>Set You Free (Edit) - N-Trance</li>
  <li>Another Night - Real McCoy</li>
  <li>Sitting Down Here - Lene Marlin</li>
  <li>Ray of Light - Madonna</li>
  <li>Same Old Blues - Freddie King</li>
  <li>Walking By Myself - Freddie King</li>
  <li>La Storia - Alexander Descartes</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-09-09, with 218 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Bullet Train Explosion</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT33452974"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Bullet Train Explosion (2025)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT33452974/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Deliverance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT4196566"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Deliverance (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT4196566/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Northman</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11138512"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Northman (2022)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT11138512/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Nowhere</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15789472"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Nowhere (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT15789472/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Thursday Murder Club</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12001534"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Thursday Murder Club (2025)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT12001534/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Five Nights at Freddy&apos;s</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT4589218"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Five Nights at Freddy's (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT4589218/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Thanksgiving</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1448754"/>
    <id></id>
    <updated>2025-09-07T00:00:00+00:00</updated>
    <published>2025-09-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Thanksgiving (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-09-07</p>
      <p><a href="https://www.imdb.com/title/TT1448754/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Sideloading audiobooks to an iPhone</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sideloading-audiobooks-to-an-iphone"/>
    <id>/sideloading-audiobooks-to-an-iphone</id>
    <updated>2025-08-25T00:00:00+00:00</updated>
    <published>2025-08-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Six Colors</name>
      <uri>https://sixcolors.com/post/2025/08/apple-makes-it-hard-to-load-audiobooks-purchased-elsewhere/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>You know where else you find sideloading? In podcast apps. Because not all podcasts or audio files you want to listen to in a podcast app can be retrieved via an RSS feed, many apps allow you to import episodes and audiobooks. That’s often a premium feature.</p>

  <p>In <a href="https://overcast.fm/podcasts">Overcast</a>, for instance, you need a subscription ($10/year, removes ads and offers 48-hour undelete among other features) and gain access to 10 GB of file upload space, 1 GB maximum per file. <a href="https://castro.fm/">Castro</a>’s Castro Plus subscription ($24.99/year, [many extra features](<a href="https://castro.fm/">https://castro.fm/</a></p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-25, with 93 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Talk on Burner Phones</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/talk-on-burner-phones"/>
    <id>/talk-on-burner-phones</id>
    <updated>2025-08-25T00:00:00+00:00</updated>
    <published>2025-08-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Rebecca Williams</name>
      <uri>https://rebeccawilliams.info/burner-phone-101/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Next, we discussed why your smartphone is risky and how you can improve it today, even without a burner phone. We covered how device IDs – the IMSI tied to your SIM and cell tower access, and the IMEI tied to your hardware – make true phone anonymity nearly impossible.  We also outlined four broad categories of data your phone collects and how each can be exposed</p>
</blockquote>

<ul>
  <li><em>Identity &amp; finance</em>: payments, contracts, phone numbers, and digital IDs.</li>
  <li><em>Location &amp; movement</em>: GPS, Wi-Fi, Bluetooth, cell towers, and sensors, exposed by spyware, stalkerware, tower dumps, and data brokers.</li>
  <li><em>Communications &amp; social graph</em>: calls, texts, and contacts, exposed through spyware, stalkerware, and forensic tools.</li>
  <li><em>Content &amp; storage</em>: accounts, apps, photos, backups, and local files, exposed by spyware, forensic tools like Cellebrite and GrayKey, and cloud subpoenas.</li>
</ul>

<h2 id="privacy-tips-for-all-phones">Privacy Tips for All Phones</h2>

<ol>
  <li><strong>Keep device &amp; OS as updated as possible</strong></li>
  <li><strong>Strong PIN, not biometrics</strong></li>
  <li><strong>Disable cloud backups / use encrypted backups</strong></li>
  <li><strong>Install Signal</strong></li>
  <li><strong>Enforce strict app permissions (deny mic, camera, location) unless needed</strong></li>
  <li><strong>Radios off (GPS/Wi-Fi/Bluetooth) unless needed</strong></li>
  <li><strong>Store minimal sensitive data (including photos)</strong></li>
</ol>

<p><em>For Android specifically</em>: Disable Google Location History &amp; ad personalization, use Firefox or Brave instead of Chrome, restrict Gemini / Google Assistant, consider F-Droid for trusted apps, consider GrapheneOS or CalyxOS.</p>

<p><em>For iPhones specifically</em>: Enable Ask App Not to Track, restrict Siri &amp; Apple Intelligence, erase after 10 failed passcode attempts, use Lockdown Mode (iOS 16+) if high-risk.</p>

<blockquote>
  <p>During the discussion, we clarified that SIM cards do not store photos or emails, though they may hold a small number of contacts or text logs depending on carrier settings. We also explained that a fully powered-down phone should not be transmitting data to towers, but its absence of activity can itself raise suspicion by inference. Voiceprints also came up: your voice can be used as a biometric identifier, and while apps may slightly alter audio, your vocal patterns remain a relatively unique marker. Participants also asked about carriers, encryption, and evidence. We reviewed carrier data retention schedules, noted that data brokers track which carrier your number is currently using, and discussed the limits of Fourth Amendment and warrant protections.</p>
</blockquote>

<h2 id="burner-phones">Burner Phones</h2>

<p>From there, we moved into the “off the grid” options and mapped out a taxonomy of what people mean by a burner phone. We talked through four main categories:</p>

<ul>
  <li>_Prepaid or repurposed phones:_Cheap and flexible, but still tower-tracked and vulnerable to forensic phone breaking. Some can support Signal.</li>
  <li><em>SIM rotation</em>: Rotating SIMs manually or using PGPP eSIMs changes your IMSI, though your IMEI stays constant.</li>
  <li><em>Minimal or dumb phones</em>: Fewer apps, but limited functionality and no encryption. Staying off social more is still a win.</li>
  <li><em>Device disguises</em>: Tools like VoIP numbers, VPNs, or hotspots can obscure identifiers but still leave metadata trails.</li>
</ul>

<p>Each of these offers some protection, though none guarantees anonymity.</p>

<p>Universal Burner Phone Set Up:</p>

<ol>
  <li><strong>Buy phone &amp; service in cash</strong></li>
  <li><strong>Do not share your email, phone number, or ID with carriers or clerks when activating service</strong></li>
  <li><strong>Set up with public Wi-Fi</strong></li>
  <li><strong>No personal accounts, no contact imports, no being yourself on the device</strong></li>
  <li><strong>Do tips 1–7 for all devices above, but minimize radios/app permissions/photos as much as possible (or you may compromise your burner)</strong></li>
  <li><strong>Rotate your SIM (physical or with PGPP; carrier eSIM changes leave a trail)</strong></li>
  <li><strong>Treat as disposable</strong></li>
</ol>

<blockquote>
  <p>Throughout the discussion, I emphasized three key lessons: IMSI and IMEI still make true anonymity difficult, every option provides some protection if matched to the right risks, and how you set up and use the phone matters as much as buying it.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-25, with 611 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Night Always Comes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT31567422"/>
    <id></id>
    <updated>2025-08-24T00:00:00+00:00</updated>
    <published>2025-08-24T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Night Always Comes (2025)</h3>
      <p><strong>Rated:</strong> 1/10</p>
      <p><strong>Added:</strong> 2025-08-24</p>
      <p><a href="https://www.imdb.com/title/TT31567422/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Taxi</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0152930"/>
    <id></id>
    <updated>2025-08-24T00:00:00+00:00</updated>
    <published>2025-08-24T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Taxi (1998)</h3>
      <p><strong>Rated:</strong> 1/10</p>
      <p><strong>Added:</strong> 2025-08-24</p>
      <p><a href="https://www.imdb.com/title/TT0152930/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Downsizing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1389072"/>
    <id></id>
    <updated>2025-08-24T00:00:00+00:00</updated>
    <published>2025-08-24T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Downsizing (2017)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-08-24</p>
      <p><a href="https://www.imdb.com/title/TT1389072/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Castro adds device sync</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/castro-adds-device-sync"/>
    <id>/castro-adds-device-sync</id>
    <updated>2025-08-12T00:00:00+00:00</updated>
    <published>2025-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/device-sync-and-ipad</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Castro is launching device sync today along with an iPad app. Sync is part of the existing Castro Plus subscription, with no additional charge or pricing changes. All aspects of the feature are opt-in and can be enabled or disabled at any time. If you would prefer separate profiles on your phone and your iPad, that’s totally fine, nothing changes for you. For everyone else, you can finally have a full-screen experience on all your devices and transition between them seamlessly.</p>

  <p>This release is a big deal for us. These are our two most requested features, and I believe they fill the biggest gaps in our offering so we’re very excited to get it out.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-12, with 117 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Key genetic differences found in people with CFS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/key-genetic-differences-found-in-people-with-cfs"/>
    <id>/key-genetic-differences-found-in-people-with-cfs</id>
    <updated>2025-08-12T00:00:00+00:00</updated>
    <published>2025-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting New Scientist</name>
      <uri>https://www.newscientist.com/article/2491509-key-genetic-differences-found-in-people-with-chronic-fatigue-syndrome/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The study, called <a href="https://www.decodeme.org.uk/">DecodeME</a>, compared DNA samples from just over 15,500 people with ME/CFS and nearly 260,000 without it, all of whom were from the UK and of European ancestry.</p>

  <p>“We have found eight genetic signals,” says <a href="https://edwebprofiles.ed.ac.uk/profile/chris-ponting">Chris Ponting</a> at the University of Edinburgh in the UK. The eight genome regions involved look significantly different in people with ME/CFS, indicating that genetic variants there contribute to the risk of developing it. The University of Edinburgh announced the findings in a press briefing, but they haven’t yet been published in a journal or on a pre-print server.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-12, with 100 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Perplexity is using stealth, undeclared crawlers to evade website no-crawl directives</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/perplexity-is-using-stealth,-undeclared-crawlers-to-evade-website-no-crawl-directives"/>
    <id>/perplexity-is-using-stealth,-undeclared-crawlers-to-evade-website-no-crawl-directives</id>
    <updated>2025-08-12T00:00:00+00:00</updated>
    <published>2025-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cloudflare</name>
      <uri>https://blog.cloudflare.com/perplexity-is-using-stealth-undeclared-crawlers-to-evade-website-no-crawl-directives/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>We are observing stealth crawling behavior from Perplexity, an AI-powered answer engine. Although Perplexity initially crawls from their declared user agent, when they are presented with a network block, they appear to obscure their crawling identity in an attempt to circumvent the website’s preferences. We see continued evidence that Perplexity is repeatedly modifying their user agent and changing their source <a href="https://www.cloudflare.com/learning/network-layer/what-is-an-autonomous-system/"><em>ASNs</em></a> to hide their crawling activity, as well as ignoring – or sometimes failing to even fetch – _<a href="https://www.cloudflare.com/learning/bots/what-is-robots-txt/">robots.txt_</a>files.</p>

  <p>The Internet as we have known it for the past three decades is <a href="https://blog.cloudflare.com/content-independence-day-no-ai-crawl-without-compensation/"><em>rapidly changing</em></a>, but one thing remains constant: it is built on trust. There are clear preferences that crawlers should be transparent, serve a clear purpose, perform a specific activity, and, most importantly, follow website directives and preferences. Based on Perplexity’s observed behavior, which is incompatible with those preferences, we have de-listed them as a verified bot and added heuristics to our managed rules that block this stealth crawling.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-12, with 165 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Quoting Reddit user on giving up work</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/quoting-reddit-user-on-giving-up-work"/>
    <id>/quoting-reddit-user-on-giving-up-work</id>
    <updated>2025-08-12T00:00:00+00:00</updated>
    <published>2025-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Reddit user on giving up work</p>

<blockquote>
  <p>One clue was spending about half of my summer holidays asleep and the other half resting and still not feeling recovered from a busy time at work after two weeks of doing that.</p>

  <p>The other clue was the increasing symptoms that seemed to pop up out of nowhere: near constant headaches, palpitations, lightheadedness, brain fog, insomnia, lack of appetite, a nagging nervous/anxious energy and having migraines (i.e. PEM crashes) nearly every weekend. I also fell asleep anytime I wasn’t working or actively doing something else and even had to take lunchtime naps to get through my days.</p>

  <p>I didn’t put it all together with my prior covid infections for ages, because initially my threshold for PEM was quite high (I only crashed after really intense workouts) and I assumed my new migraines were caused by working too much after starting a new job.</p>

  <p>I figured, maybe I was burned out and quit my job to look for something with a better work life balance, but my symptoms still kept getting worse until I was referred to a post covid clinic and learned about pacing.</p>

  <p>Knowing what I know now, I’d recommend to stop working before it gets to that point.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-12, with 208 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Privacy-Crushing Failure Everyone Warned About</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-privacy-crushing-failure-everyone-warned-about"/>
    <id>/the-privacy-crushing-failure-everyone-warned-about</id>
    <updated>2025-08-12T00:00:00+00:00</updated>
    <published>2025-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Techdirt</name>
      <uri>https://www.techdirt.com/2025/08/04/didnt-take-long-to-reveal-the-uks-online-safety-act-is-exactly-the-privacy-crushing-failure-everyone-warned-about/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Well, well, well. The “age assurance” part of the UK’s Online Safety Act has finally gone into effect, with its age checking requirements kicking in a week and a half ago. And what do you know? It’s turned out to be exactly the privacy-invading, freedom-crushing, technically unworkable disaster that everyone with half a brain <a href="https://www.techdirt.com/tag/online-safety-bill/">predicted it would be</a>.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-12, with 61 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Exorcist: Believer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12921446"/>
    <id></id>
    <updated>2025-08-10T00:00:00+00:00</updated>
    <published>2025-08-10T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Exorcist: Believer (2023)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-10</p>
      <p><a href="https://www.imdb.com/title/TT12921446/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Dead Poets Society</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0097165"/>
    <id></id>
    <updated>2025-08-08T00:00:00+00:00</updated>
    <published>2025-08-08T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Dead Poets Society (1989)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-08</p>
      <p><a href="https://www.imdb.com/title/TT0097165/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] John Q</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0251160"/>
    <id></id>
    <updated>2025-08-03T00:00:00+00:00</updated>
    <published>2025-08-03T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>John Q (2002)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-08-03</p>
      <p><a href="https://www.imdb.com/title/TT0251160/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Breaking</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12311620"/>
    <id></id>
    <updated>2025-08-03T00:00:00+00:00</updated>
    <published>2025-08-03T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Breaking (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-08-03</p>
      <p><a href="https://www.imdb.com/title/TT12311620/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] You Should Probably Leave Substack</title>
    <link rel="alternate" type="text/html" href="https://leavesubstack.com/"/>
    <id>/you-should-probably-leave-substack</id>
    <updated>2025-08-03T00:00:00+00:00</updated>
    <published>2025-08-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Unfortunately, Substack willingly platforms, and allows bad actors to monetize, hate speech and misinformation.</p>
</blockquote>

<p><a href="https://leavesubstack.com/">https://leavesubstack.com/</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-08-03, with 18 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Red Riding: The Year of Our Lord 1983</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1259573"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Red Riding: The Year of Our Lord 1983 (2009)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT1259573/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Red Riding: The Year of Our Lord 1980</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1260581"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Red Riding: The Year of Our Lord 1980 (2009)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT1260581/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Happy Gilmore 2</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT31868189"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Happy Gilmore 2 (2025)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT31868189/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Red Riding: The Year of Our Lord 1974</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1259574"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Red Riding: The Year of Our Lord 1974 (2009)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT1259574/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Deep Fear</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14865406"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Deep Fear (2023)</h3>
      <p><strong>Rated:</strong> 1/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT14865406/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Calibre</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6218358"/>
    <id></id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Calibre (2018)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-08-02</p>
      <p><a href="https://www.imdb.com/title/TT6218358/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A New Era for WIRED — That Starts With You</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-new-era-for-wired-that-starts-with-you-wired"/>
    <id>/a-new-era-for-wired-that-starts-with-you-wired</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Katie Drummond</name>
      <uri>https://www.wired.com/story/a-new-era-for-wired-that-starts-with-you/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>here are so many reasons to be excited about WIRED’s future. But it’s important to recognize that we’re doing this work within an information ecosystem that’s transforming before our eyes: The platforms on which outlets like WIRED used to connect with readers, listeners, and viewers are failing in real time; Facebook traffic disappeared years ago, and now Google Search is dwindling as the company reorients users to rely on AI Overviews instead of links to credible publishers. More and more users are also skipping Google altogether, opting to use chatbots like ChatGPT or Claude to find information they once relied on news outlets for. Meanwhile, AI-generated slop and mis- and disinformation are seeping into the internet’s every pore, polluting social media feeds and drowning out news and human-driven storytelling.</p>

  <p>At WIRED, our solution to this so-called “traffic apocalypse,” and the AI sloppification of the internet, is simple: connect our humans to all of you humans.</p>

  <p>Here’s the plan: We’ll continue to produce top-tier journalism and storytelling, from written stories, scoops, features, and interviews to podcasts and audio narration, to bite-size videos and livestreams. And we’re inviting you to join us, directly on WIRED.com or in your inbox, with a new subscription offering that we think is more dynamic, more engaging, and more valuable. Most of all, we’re increasingly focused on creating a community and a shared conversation between WIRED journalists and all of you—our audience of curious, brilliant, future-focused people around the world. We want to answer your questions and solicit your input and ideas. We want to know what scares you, what excites you, and what we can do to help you navigate this strange new future.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 280 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to provide feedback on documents</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-provide-feedback-on-documents-irrational-exuberance"/>
    <id>/how-to-provide-feedback-on-documents-irrational-exuberance</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/providing-feedback-on-writing/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>As one step in reducing the overhead of sharing documents widely, I wrote up and shared this recommended process for providing feedback on documents:</p>

  <ol>
    <li>
      <p>Before starting, remember that the goal of providing feedback on a document is to help the author. Optimizing for anything else, even if it’s a worthy cause, discourages authors from sharing their future writing. If you prioritize something other than helping the author, you are discouraging them from sharing future work.</p>
    </li>
    <li>
      <p>Start by skimming the document to understand its structure and where various kinds of topics are addressed. Why? This helps avoid giving feedback on ways the document’s actual structure diverges from how you imagined it would be structured. It also reduces questions about topics that are answered later in the document.</p>
    </li>
    <li>
      <p>Both of these sorts of feedback are a distraction during a discussion on a tech spec. In general, it’s better to avoid them. If you notice an author making the same significant structural mistake over several ADRs, it’s worth delivering that feedback separately. After skimming, reread the document, leaving comments with concerns. Each comment should include these details:</p>

      <ul>
        <li>What your suggested change or concern is</li>
        <li>Why you believe this is meaningful to address</li>
        <li>How important this seems (from ignorable nitpick to critical)</li>
      </ul>
    </li>
    <li>
      <p>If you find yourself leaving more than three or four issues, then you should either raise your threshold for commenting or you should schedule time with the individual to talk over the feedback. If the document is unreasonably weak, then it’s appropriate to nudge their leadership to dig into what’s happening on that team.</p>
    </li>
  </ol>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 276 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Kill the Newsletter!</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/kill-the-newsletter"/>
    <id>/kill-the-newsletter</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting </name>
      <uri>https://kill-the-newsletter.com/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>How does Kill the Newsletter! work?
Create a feed with the form above and Kill the Newsletter! provides you with an email address and an Atom feed. Emails that are received at that address are turned into entries in that feed. Sign up to a newsletter with that address and use your feed reader to subscribe to that feed.</p>

  <p>How do I confirm my newsletter subscription?
In most cases when you subscribe to a newsletter the newsletter publisher sends you an email with a confirmation link. Kill the Newsletter! converts that email into a feed entry as usual, so it appears in your feed reader and you may follow the confirmation link from there. Some newsletter publishers want you to reply to an email using the address that subscribed to the newsletter. Unfortunately Kill the Newsletter! doesn’t support this scenario, but you may contact the newsletter publisher and ask them to verify you manually. As a workaround, some people have had success with signing up for the newsletter using their regular email address and setting up a filter to forward the emails to Kill the Newsletter!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 188 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - July 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-07-2025"/>
    <id>/mixtape-music-07-2025</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-07.png" alt="Monthly Mixtape 2025-07" /></p>

<ol>
  <li>Fade into You - Mazzy Star</li>
  <li>Praise You - Fatboy Slim</li>
  <li>You Get What You Give - New Radicals</li>
  <li>How Bizarre - OMC</li>
  <li>Canned Heat - Jamiroquai</li>
  <li>Movin’ on Up - Primal Scream</li>
  <li>Steal My Sunshine (Single Version) - LEN</li>
  <li>Golden Skans - Klaxons</li>
  <li>My Favourite Game - The Cardigans</li>
  <li>One Way or Another - Blondie</li>
  <li>Whatever Happened to My Rock ‘n’ Roll (Punk Song) - Black Rebel Motorcycle Club</li>
  <li>Mess It Up - The Rolling Stones</li>
  <li>Hundred Mile High City - Ocean Colour Scene</li>
  <li>Hear the Souls Who Weep - Christopher Young</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 117 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Substack sent a push alert promoting a Nazi blog</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/substack-sent-a-push-alert-promoting-a-nazi-blog"/>
    <id>/substack-sent-a-push-alert-promoting-a-nazi-blog</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Taylor Lorenz</name>
      <uri>https://www.usermag.co/p/substack-sent-a-push-alert-promoting-nazi-white-supremacist-blog</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Substack sent a push alert encouraging users to subscribe to a Nazi newsletter that claimed Jewish people are a sickness and that we must eradicate minorities to build a “White homeland.”</p>

  <p>NatSocToday describes itself as “a weekly newsletter featuring opinions and news important to the National Socialist and White Nationalist Community.”</p>

  <p>The push alert was sent to an undisclosed number of users’ phones on Monday. Some people posted about the app alert on social media, confused why they were being prompted to subscribe to a Nazi blog</p>
</blockquote>

<p>I’ve deleted the my account, and the app.</p>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 97 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Verge Launches New Site Features Aimed at Deepening Audience Engagement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-verge-launches-new-site-features"/>
    <id>/the-verge-launches-new-site-features</id>
    <updated>2025-08-02T00:00:00+00:00</updated>
    <published>2025-08-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dane McMillan</name>
      <uri>https://www.theverge.com/press-room/710921/verge-site-features-launch-newsletters</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The Verge today launched a suite of homepage and editorial product updates aimed at deepening its direct relationship with readers. The announcement includes a new feature that allows readers to follow topics and individual Verge journalists, view those stories in a personalized feed on the homepage, and receive them via a daily digest email. Over the next month, the site will also launch several new editorial newsletters: a daily free flagship newsletter to give readers even more options for how they access The Verge, and multiple subscriber-exclusive offerings that will join Alex Heath’s Command Line and Tom Warren’s Notepad as part of The Verge’s paid subscription.</p>

  <p>This update builds on the work of The Verge’s 2022 homepage redesign, and reflects the brand’s continued investment in building habit, loyalty, and a sustainable business model, on the heels of The Verge’s subscription product which launched in late 2024. The launch also represents the next step in The Verge’s long-term strategy to thrive in what editor-in-chief Nilay Patel has called the “Google Zero” era, when Google search stops sending traffic to publishers.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-08-02, with 181 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Ghost Town</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0995039"/>
    <id></id>
    <updated>2025-08-01T00:00:00+00:00</updated>
    <published>2025-08-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Ghost Town (2008)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-08-01</p>
      <p><a href="https://www.imdb.com/title/TT0995039/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Cast Away</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0162222"/>
    <id></id>
    <updated>2025-08-01T00:00:00+00:00</updated>
    <published>2025-08-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Cast Away (2000)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-08-01</p>
      <p><a href="https://www.imdb.com/title/TT0162222/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Dia Browser Takes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dia-browser-takes"/>
    <id>/dia-browser-takes</id>
    <updated>2025-07-29T00:00:00+00:00</updated>
    <published>2025-07-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I like the simplicity of The Browser Company’s second browser. I had been using Arc as my primary browser as I preferred the left hand side tabs - particularly on my 34’ screen - for around a year.</p>

<p>Dia is a step back in feature set and an easy take is its chrome with chat GPT on the side. This largely true, but I can see huge value if you live on tabs and so it has your context.</p>

<p>This would be perfect for researchers both academic and creatives looking for their next long read as well as students.</p>

<p>I’m not yet convinced it’s the breakthrough I need, however it’s my default browser for now as the simplicity is there. I almost always have a dozen pinned tabs open, half a dozen others - it’s easy to ask questions on what’s open.</p>

<p>I also like some the prompt actions called Skills e.g., /morning gives me a daily rundown of news and weather although this could improve over time. It uses my open tabs first and then broader internet context. For example I ask for a weather update and it fails, yet one of my tabs is my own site with a weather forecast on it.</p>

<p>I have adding /osint &lt;name, location&gt; for a decent fact sheet about people, /tasks for identify things/actions to take from my open tabs (often github issues, news articles of interest)</p>

          <p><center>***</center></p>
          <p> // Published 2025-07-29, with 235 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Phone battery issues</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/phone-battery-issues"/>
    <id>/phone-battery-issues</id>
    <updated>2025-07-29T00:00:00+00:00</updated>
    <published>2025-07-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>When a phone gets hot, very hot, because it’s processing something in the background and it doesn’t finish. It has crashed and you realise the battery has gone from 98% to 8%. You force close every app and have to leave your phone for an hour to cool down. Since October 2022 my phone was processing something and was always running hot and it’s hard a profound impact on its usability over the last six months.</p>

<p>Today I have the same phone but it is 3 year’s older. It’s battery says 80% but it’s actually only 5% and it randomly switches off, some days it’s 50% and lasts the day, some days it never seems to go above 20% despite having it on charge and not using it.</p>

<p>I turn the screen brightness down, turn off Bluetooth, force close all my favourite apps and charge it for about 15 hours a day just to be able to message people once in a while.</p>

<p>It randomly turns off if I try to send an email or make a call. Using maps in a new location or using any apps that do not have a shortcut or accessibility concessions.</p>

<p>Moving the phone from one charger to another doesn’t help and often makes it worse, somehow losing half its charge for the next 3 days.</p>

<p>Showing your phone to someone else doesn’t help, for that moment, on face value, it seems to operate like any other phone and is indistinguishable in its performance. Only living with it day in day out does one realise they need to get a new phone.</p>

<p>I imagine most people can relate to this if they’ve had a phone in the last decade. Now, imagine this was your body and you had a diseases or illness where there is no rebooting or upgrading of that ‘phone’ and no real evidence that your phone is actually broken.</p>

          <p><center>***</center></p>
          <p> // Published 2025-07-29, with 318 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Boost in support for patients with chronic fatigue syndrome or ME</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/boost-in-support-for-patients-with-chronic-fatigue-syndrome-or-me"/>
    <id>/boost-in-support-for-patients-with-chronic-fatigue-syndrome-or-me</id>
    <updated>2025-07-27T00:00:00+00:00</updated>
    <published>2025-07-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/government/news/boost-in-support-for-patients-with-chronic-fatigue-syndrome-or-me</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The plan published today provides the foundations for significant improvements in all key areas that affect people living with ME/CFS in England, many of whom currently struggle to access appropriate care tailored to their complex condition.</p>

  <p>As a priority, the plan will introduce new training for NHS healthcare professionals, featuring up-to-date learning resources to increase understand and ensure signs aren’t missed. This will help combat the stigma faced by people living with ME/CFS, which stems from a lack of awareness about the condition.</p>

  <p>The rollout of neighbourhood health services as set out in the government’s 10 Year Health Plan will also see ME/CFS patients able to access care closer to home, with specially-trained staff able to support those with complex needs.</p>
</blockquote>

<p>Minister for Public Health and Prevention, Ashley Dalton, said:</p>

<blockquote>
  <p>ME/CFS is a debilitating illness that can severely limit patients’ ability to participate in everyday activities, maintain employment, or enjoy family and social life.</p>

  <p>Today’s plan will help tackle the stigma and lack of awareness of this condition through improved training for NHS staff.</p>

  <p>And through our neighbourhood health services, we will ensure patients suffering from the effects of ME/CFS can access quality care, closer to home, as pledged in our 10 Year Health Plan.</p>

  <p>Our Plan for Change is transforming how patients experience care and this plan represents a comprehensive approach to addressing the long-standing gaps in care and support for people with these conditions, with patient access to appropriate care at its heart.</p>
</blockquote>

<p>Sonya Chowdhury, Chief Executive, Action for ME said:</p>

<blockquote>
  <p>This is an important step for the ME community, long overlooked and under-served. The Plan must not be a token gesture–it requires a sustained, strategic commitment to care, funding, and research. Without it, meaningful outcomes for people with ME will not be achieved.</p>

  <p>The plan includes increased funding for research, awarded through the National Institute for Health and Care Research, into how existing medicines can be used to for ME/CFS. This initiative aims to give patients access to a wider range of potential treatments.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-07-27, with 343 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Gov.UK Issues Presser on ME/CFS Delivery Plan</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gov-uk-issues-presser-on-me-cfs-has-been-published"/>
    <id>/gov-uk-issues-presser-on-me-cfs-has-been-published</id>
    <updated>2025-07-27T00:00:00+00:00</updated>
    <published>2025-07-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting ME Association</name>
      <uri>https://meassociation.org.uk/2025/07/gov-uk-issues-a-press-release-that-the-delivery-plan-on-me-cfs-has-been-published/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The Delivery plan has been published, however, the Department of Health and Social Care (DHSC) has so far failed to provide a link to the actual Plan!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-07-27, with 29 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] People - Principles - Process  - Product</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/people-principles-process-product"/>
    <id>/people---principles---process----product</id>
    <updated>2025-07-27T00:00:00+00:00</updated>
    <published>2025-07-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Mike Fisher</name>
      <uri>https://mikefisher.substack.com/p/people-principles-process-product</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The order in which we should focus is people, principles, process, and then product. You have to get the people right first. Then you decide on the principles that you are going to follow, i.e. what is your team’s culture. Once those are established, you fix the processes. Then finally, once all of that groundwork is laid, you can get down to fixing the product. Today, I want to walk through why I think this order is the correct way to approach situations, especially when we start new roles, start new initiatives, or need to pivot to something new.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-07-27, with 101 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Tomoz App Launched</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tomoz-app-launched"/>
    <id>/tomoz-app-launched</id>
    <updated>2025-07-27T00:00:00+00:00</updated>
    <published>2025-07-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I made an app that, allows picking of whatever calendars you want, and shows only what is happening tomorrow in a simple agenda view.</p>

<p>Also supports export to markdown and other formats.</p>

<p>Over 200 downloads in fhe first two days.</p>

<p><a href="https://apps.apple.com/gb/app/tomoz/id6748755747">Get on the app store</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-07-27, with 46 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Andy aiming to run Piccalilli full time</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/we-re-aiming-to-run-piccalilli-full-time"/>
    <id>/we’re-aiming-to-run-piccalilli-full-time</id>
    <updated>2025-07-27T00:00:00+00:00</updated>
    <published>2025-07-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Andy Bell</name>
      <uri>https://bell.bz/were-aiming-to-run-piccalilli-full-time/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I think courses are going to be the main driver of keeping the lights on <em>and</em> pushing us towards full time work on Piccalilli. Now that we have a nice system for publishing courses, the velocity will of course increase.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-07-27, with 42 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Accessibility Development Digest</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/accessibility-development-digest"/>
    <id>/accessibility-development-digest</id>
    <updated>2025-07-20T00:00:00+00:00</updated>
    <published>2025-07-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The is a selection of favourited articles in my RSS reader app around web design and accessibility</p>

<ul>
  <li><a href="https://adrianroselli.com/2025/07/arty-could-get-you-sued.html">#ARTY Could Get You Sued</a></li>
  <li><a href="https://adrianroselli.com/2025/07/check-uncheck-all-in-a-table.html">Check / Uncheck all in a Table</a></li>
  <li><a href="https://adrianroselli.com/2025/04/automated-wcag-testing-is-grrreat.html">Automated WCAG Testing Is Grrreat!</a></li>
  <li><a href="https://smashingmagazine.com/2025/07/design-patterns-ai-interfaces/">Design Patterns For AI Interfaces</a></li>
  <li><a href="https://smashingmagazine.com/2025/06/can-good-ux-protect-older-users-digital-scams/">Can Good UX Protect Older Users From Digital Scams?</a></li>
  <li><a href="https://smashingmagazine.com/2025/05/design-system-in-90-days/">Design System In 90 Days</a></li>
  <li><a href="https://smashingmagazine.com/2025/04/what-mean-site-be-keyboard-navigable/">What Does It Really Mean For A Site To Be Keyboard Navigable</a></li>
  <li><a href="https://smashingmagazine.com/2025/04/fostering-accessibility-culture/">Fostering An Accessibility Culture</a></li>
  <li><a href="https://www.tempertemper.net/blog/wcag-aaa-in-language-i-can-understand">WCAG AAA in language I can understand</a></li>
  <li><a href="https://www.tempertemper.net/blog/wcag-2-2-in-language-i-can-understand">WCAG 2.2 in language I can understand</a></li>
  <li><a href="https://www.tempertemper.net/blog/making-sense-of-accessibility-and-the-law">Accessibility and the Law</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-07-20, with 100 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Oppenheimer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15398776"/>
    <id></id>
    <updated>2025-07-19T00:00:00+00:00</updated>
    <published>2025-07-19T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Oppenheimer (2023)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-07-19</p>
      <p><a href="https://www.imdb.com/title/TT15398776/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Offering</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13103732"/>
    <id></id>
    <updated>2025-07-17T00:00:00+00:00</updated>
    <published>2025-07-17T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Offering (2022)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-07-17</p>
      <p><a href="https://www.imdb.com/title/TT13103732/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Brick</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT31806049"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Brick (2025)</h3>
      <p><strong>Rated:</strong> 7/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT31806049/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Old Guard 2</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14961624"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Old Guard 2 (2025)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT14961624/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Straw</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT32550101"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Straw (2025)</h3>
      <p><strong>Rated:</strong> 8/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT32550101/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Exterritorial</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT30876483"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Exterritorial (2025)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT30876483/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Back in Action</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT21191806"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Back in Action (2025)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT21191806/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Electric State</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7766378"/>
    <id></id>
    <updated>2025-07-16T00:00:00+00:00</updated>
    <published>2025-07-16T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Electric State (2025)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-07-16</p>
      <p><a href="https://www.imdb.com/title/TT7766378/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Swipe to Lead</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/Y8GABqhz2kA/"/>
    <id>Y8GABqhz2kA</id>
    <updated>2025-07-05T00:00:00+00:00</updated>
    <published>2025-07-05T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Preview WIP - new app to track fatigue</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/bvjJ87NQRkc/"/>
    <id>bvjJ87NQRkc</id>
    <updated>2025-07-05T00:00:00+00:00</updated>
    <published>2025-07-05T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Mltply App out now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/lH8O11y77Jg/"/>
    <id>lH8O11y77Jg</id>
    <updated>2025-07-05T00:00:00+00:00</updated>
    <published>2025-07-05T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Rebranding and design costs</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-not-quite-new-gov-uk-brand-blog-beeps"/>
    <id>/the-not-quite-new-gov-uk-brand-blog-beeps</id>
    <updated>2025-07-02T00:00:00+00:00</updated>
    <published>2025-07-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Beeps</name>
      <uri>https://beeps.website/blog/2025-06-25-the-not-quite-new-govuk-brand/</uri>
    </author>
    <content type="html"><![CDATA[<p>Making intuitive interfaces and design systems that work for everyone is hard and takes time, but often the expectation is to deliver quickly.</p>

<blockquote>
  <p>Oh, and about the cost
A bit of hubbub has been made about the cost of the brand refresh, lamenting that a chunk of change (about half a million) was given to an agency to ‘only’ change a colour and move Dot.</p>

  <p>This perspective only focuses on the logo, and completely ignores the other additions to the brand that are being introduced over time. It ignores that everything was tested, prototyped, refined, and tested again dozens of times with members of the public. It might not be obvious from a single side-by-side graphic, but a lot of time went into interrogating what we had and experimenting with what could be added.</p>

  <p>It was the full-time salaried efforts of dozens of design, development, and delivery specialists for more than a year. By that metric, it’s actually quite cheap.</p>

  <p>The place we landed was well-considered and intentional. Just because the destination of that journey was a logo that intentionally looks quite similar to the existing one doesn’t mean that the money was wasted, or that creating something radically different would have been better value for money.</p>

  <p>A holiday isn’t a waste of money just because you return home at the end of it.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-07-02, with 226 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Context engineering</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/context-engineering"/>
    <id>/context-engineering</id>
    <updated>2025-06-29T00:00:00+00:00</updated>
    <published>2025-06-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Jun/27/context-engineering/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The term <strong>context engineering</strong> has recently started to gain traction as a better alternative to prompt engineering. I like it. I think this one may have sticking power.</p>

  <p>Here’s an example tweet <a href="https://twitter.com/tobi/status/1935533422589399127">from Shopify CEO Tobi Lutke</a>:</p>

  <p>I really like the term “context engineering” over prompt engineering.</p>

  <p>It describes the core skill better: the art of providing all the context for the task to be plausibly solvable by the LLM.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-29, with 73 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Continuous AI - Development Workflow Automation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/continuous-ai"/>
    <id>/continuous-ai</id>
    <updated>2025-06-29T00:00:00+00:00</updated>
    <published>2025-06-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub Next</name>
      <uri>https://githubnext.com/projects/continuous-ai</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>We’ve chosen the term “Continuous AI” to align with the established concept of Continuous Integration/Continuous Deployment (CI/CD). Just as CI/CD transformed software development by automating integration and deployment, Continuous AI covers the ways in which AI can be used to automate and enhance collaboration workflows.</p>

  <p>“Continuous AI” is not a term GitHub owns, nor a technology GitHub builds: it’s a term we use to focus our minds, and which we’re introducing to the industry. This means Continuous AI is an open-ended set of activities, workloads, examples, recipes, technologies and capabilities; a category, rather than any single tool.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-29, with 99 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Natural Language Web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/natural-language-web"/>
    <id>/natural-language-web-</id>
    <updated>2025-06-29T00:00:00+00:00</updated>
    <published>2025-06-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Microsoft</name>
      <uri>https://github.com/microsoft/NLWeb</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p><strong>NLWeb</strong> simplifies the process of building conversational interfaces for websites. It natively supports MCP (Model Context Protocol), allowing the same natural language APIs to serve both humans and AI agents.</p>
</blockquote>

<blockquote>
  <p>Schema.org and related semi-structured formats like RSS – used by over 100 million websites – have become not just de facto syndication mechanisms, but also a semantic layer for the web. NLWeb leverages these to enable natural language interfaces more easily.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-29, with 75 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Patients duped in records-and-payment scam</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/patients-duped-in-records-and-payment-scam"/>
    <id>/patients-duped-in-records-and-payment-scam-</id>
    <updated>2025-06-29T00:00:00+00:00</updated>
    <published>2025-06-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2025/06/27/patients_providers_records_payment_scam/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Criminals masquerading as insurers are tricking patients and healthcare providers into handing over medical records and bank account information via emails and text messages, according to the FBI.</p>
</blockquote>

<blockquote>
  <p>In a Friday security alert, the federal cops warned the public to be on the lookout for emails and texts purporting to come from health insurers and claims investigators. Criminals are sending these messages to both patients and healthcare providers alike in this latest healthcare fraud scheme.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-29, with 79 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Post-Exertional Malaise - The Key Sign of ME/CFS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/post-exertional-malaise-the-key-sign-of-mecfs"/>
    <id>/post-exertional-malaise-the-key-sign-of-mecfs</id>
    <updated>2025-06-29T00:00:00+00:00</updated>
    <published>2025-06-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Bateman Horne Center</name>
      <uri>https://batemanhornecenter.org/wp-content/uploads/filebase/providers/PEM-Lecture-Slides-ECHO-v4-5_17_2022.pdf</uri>
    </author>
    <content type="html"><![CDATA[<p>Post-Exertional Malaise (PEM) is the hallmark symptom of ME/CFS. It’s now recognized in long COVID patients too.</p>

<h2 id="what-is-pem">What Is PEM?</h2>

<p>PEM is unique to ME/CFS - it doesn’t exist in any other illness.</p>

<blockquote>
  <p>“inability to recover normally following physical, cognitive, or emotional exertion [resulting in] a level of fatigue that is more profound, more devastating, and longer lasting”</p>
</blockquote>

<h2 id="key-features">Key Features</h2>

<ul>
  <li>Profound stamina loss</li>
  <li>Reduced functional capacity</li>
  <li>Worsened ME/CFS symptoms</li>
  <li>Autonomic dysfunction</li>
  <li>Metabolic problems</li>
</ul>

<h2 id="symptoms-during-pem">Symptoms During PEM</h2>

<ul>
  <li>Flu-like symptoms</li>
  <li>Brain fog and cognitive issues</li>
  <li>Headaches and insomnia</li>
  <li>Light/sound sensitivity</li>
  <li>Orthostatic intolerance</li>
</ul>

<p>Many patients become bedridden and struggle with basic tasks like showering or eating.</p>

<h2 id="common-triggers">Common Triggers</h2>

<ul>
  <li>Physical: Exercise, showering, standing</li>
  <li>Cognitive: Reading, computer use, conversations</li>
  <li>Environmental: Bright lights, loud sounds</li>
  <li>Emotional: Stress responses</li>
</ul>

<h2 id="timing">Timing</h2>

<ul>
  <li>PEM often starts 24-48 hours after the trigger</li>
  <li>Patients may feel immediate effects from orthostatic issues</li>
  <li>Duration varies widely</li>
</ul>

<h2 id="the-energy-debt-concept">The “Energy Debt” Concept</h2>

<p>Think of energy like money:</p>

<ul>
  <li>You have $1/day to spend</li>
  <li>Overspending creates debt that must be repaid with interest</li>
</ul>

<h2 id="management">Management</h2>

<h3 id="what-doesnt-work">What Doesn’t Work</h3>

<ul>
  <li>Graded Exercise Therapy as this worsens long-term outcomes</li>
</ul>

<h3 id="what-helps">What Helps</h3>

<ul>
  <li>Stay within energy limits</li>
  <li>Take frequent breaks</li>
  <li>Pace activities carefully</li>
  <li>Modify tasks (lie down, use timers)</li>
  <li>Ask for help</li>
  <li>Use delivery services</li>
</ul>

<h2 id="critical-points">Critical Points</h2>

<ul>
  <li>
    <p>Warning: Repeated PEM episodes can permanently worsen baseline function.</p>
  </li>
  <li>
    <p>Hope: Avoiding PEM allows gradual improvement over time.</p>
  </li>
</ul>

<h2 id="key-message">Key Message</h2>

<blockquote>
  <p>“Manage ME/CFS by being smarter, not fighting harder. Use discipline and intelligence to minimize or avoid PEM.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-29, with 274 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GDS say Copilot AI saved workers 26 minutes a day</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gds-say-copilot-ai-saved-workers-26-minutes-a-day"/>
    <id>/gds-say-copilot-ai-saved-workers-26-minutes-a-day</id>
    <updated>2025-06-27T00:00:00+00:00</updated>
    <published>2025-06-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2025/06/03/uk_government_study_ai_time_savings/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The United Kingdom’s Government Digital Service (GDS) has found that giving civil service employees access to Microsoft 365 Copilot saved them an average 26 minutes per day on office tasks.</p>

  <p>Microsoft 365 Copilot provides generative AI assistance with various Microsoft Office applications like Word, Excel, PowerPoint, Outlook, and Teams. It allows workers to accomplish some tasks through a natural language chat interface instead of mouse movements and menu clicks.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-27, with 71 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] New GitHub Copilot limits</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/new-github-copilot-limits"/>
    <id>/new-github-copilot-limits</id>
    <updated>2025-06-27T00:00:00+00:00</updated>
    <published>2025-06-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2025/06/20/github_begins_enforcing_premium_request/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Microsoft’s GitHub this week said paying GitHub Copilot customers will now face monthly limits on certain types of high-powered AI requests, and will have to pay more if they want to surpass those limits.</p>
</blockquote>

<blockquote>
  <p>Predictably, <a href="https://github.blog/changelog/2025-06-18-update-to-github-copilot-consumptive-billing-experience/">the change</a> has elicited grumbling from the GitHub Copilot users in online forums.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-27, with 53 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Build for the Web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/build-for-the-web-build-on-the-web-build-with-the-web-css-wizardry"/>
    <id>/build-for-the-web-build-on-the-web-build-with-the-web-css-wizardry</id>
    <updated>2025-06-25T00:00:00+00:00</updated>
    <published>2025-06-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Harry Roberts</name>
      <uri>https://csswizardry.com/2025/01/build-for-the-web-build-on-the-web-build-with-the-web/</uri>
    </author>
    <content type="html"><![CDATA[<p>Iterate quickly on a slow-moving platform, that is it.</p>

<blockquote>
  <p>If you’re going to build for the web, build on the web and build with the web.</p>

  <p>If I was only able to give one bit of advice to any company: iterate quickly on a slow-moving platform.</p>

  <p>In the last year alone, I have seen two completely different clients in two completely different industries sink months and months into framework upgrades. Collectively, they’ve spent tens, if not hundreds, of thousands of dollars rewriting entire projects just to maintain feature parity with the previous iteration. This is not meaningful or productive work—it is time sunk into merely keeping themselves at square one.</p>

  <p>They’re iterating slowly on a fast-moving platform.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-25, with 119 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Context Rot from AI</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-quote-from-workaccount2-on-hacker-news"/>
    <id>/a-quote-from-workaccount2-on-hacker-news</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Jun/18/context-rot/#atom-everything</uri>
    </author>
    <content type="html"><![CDATA[<p>Via Simon Willison, a quote from a comment on  Hacker News by Workaccount2. Sharing here as I’ve found that I have inadvertently been doing this myself when wanting to move on with an agent and not have it carry existing context into a new request.</p>

<blockquote>
  <p>They poison their own context. Maybe you can call it context rot, where as context grows and especially if it grows with lots of distractions and dead ends, the output quality falls off rapidly. Even with good context the rot will start to become apparent around 100k tokens (with Gemini 2.5).</p>

  <p>They really need to figure out a way to delete or “forget” prior context, so the user or even the model can go back and prune poisonous tokens.</p>

  <p>Right now I work around it by regularly making summaries of instances, and then spinning up a new instance with fresh context and feed in the summary of the previous instance.
— Workaccount2 on Hacker News, coining “context rot”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 165 words.</p>
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<entry>
    <title type="text">[post] Good Software Engineering First, Then AI-Assisted Coding</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ai-coding-skill"/>
    <id>/ai-coding-skill</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Jun/10/ai-assisted-coding/#atom-everything</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>AI-assisted coding for teams that can’t get away with vibes</p>

  <p>Atharva notes that AI is a multiplier: the more expertise you have in software engineering, the better the results you can get from LLMs. Furthermore, <em>what helps the human helps the AI</em>.</p>

  <p>This means good test coverage, automatic linting, continuous integration and deployment, good documentation practices and “clearly defined features, broken down into multiple small story cards”.</p>

  <p>If a team has all of this stuff in place, AI coding assistants will be able to operate more reliably and collaborate more effectively with their human overseers.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 97 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Coding agents require skilled operators</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/coding-agents-require-skilled-operators"/>
    <id>/coding-agents-require-skilled-operators</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Jun/18/coding-agents/#atom-everything</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I wrote this recently in a conversation about whether coding agents can work as a replacement for human programmers.</p>

  <p>The “agentic” coding tools we have right now work like this:</p>

  <p>A skilled individual with both deep domain understanding and deep understanding of the capabilities of the agent (including understanding what tools are available to that agent) poses a clear task to it.
The agent writes some code relating to that task. It runs a tool to execute and test that code. It inspects the result, and if there are errors it edits the code and tries again.
It may call other tools as well, for example a search tool to find related code or even to look up API documentation elsewhere (including via web search).
It continues like this until it hits a loosely defined “done” state or gets stuck.
The skilled individual then reviews what it has done and almost always finds that it has not solved the problem to their satisfaction… so they apply their expertise and domain understanding to prompt it again to try and get to that desired state.
Without the skilled individual, the “agent” is useless. It may as well not exist.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 199 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Announcing Hiyd Extension</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hiyd-extension"/>
    <id>/hiyd-extension</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>Today I’m happy to announce that Hiyd  extension is now generally available via the <a href="https://chromewebstore.google.com/detail/hiyd/hkeklhoojnogpfmiikadpcmkmpldhpce">Chrome Web Store</a>.</p>

<p>The extension captures selected text on a page and via the context menu allows the use to save this as a quote and creates a markdown file with Jekyll front matter.</p>

<p>Save it to your Hiyd iCloud Drive folder to sync with the mobile app.</p>

<p>Save it to your git repo to publish to your Jekyll blog.</p>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 75 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - June 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-06-2025"/>
    <id>/mixtape-music-06-2025</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-06.png" alt="Monthly Mixtape 2025-06" /></p>

<ol>
  <li>And She Was (2005 Remaster) - Talking Heads</li>
  <li>Avalanche - Nick Cave &amp; The Bad Seeds</li>
  <li>Here I Dreamt I Was an Architect - The Decemberists</li>
  <li>Sun Don’t Leave Me - Raveena</li>
  <li>First of the Gang to Die - Morrissey</li>
  <li>Dead Flowers for Her - Skywatchers</li>
  <li>Faint - LINKIN PARK</li>
  <li>Pure - The Lightning Seeds</li>
  <li>Charmless Man - Blur</li>
  <li>Disintegrate - Suede</li>
  <li>Sober - Elbow</li>
  <li>7 Variations on “Bei Männern, welche Liebe fühlen”, WoO 46 (Transcr. For Double Bass and Piano by Solange Boukhobza): Var. 6 - Lorraine Campet &amp; Nathanaël Gouin</li>
  <li>You Better You Bet - The Who</li>
  <li>Wilbury Twist - The Traveling Wilburys</li>
  <li>Bingo Bango - Basement Jaxx</li>
  <li>Suffocation Blues - Black Pistol Fire</li>
  <li>Lonely Boy - The Black Keys</li>
  <li>Swing Low, Chariot - Sister O.M. Terrell</li>
  <li>Red Eyes and Tears - Black Rebel Motorcycle Club</li>
  <li>Fever - The Black Keys</li>
  <li>Coming Home - JJ72</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 171 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Ongoing Offers- June 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ongoing-offers-june-2025"/>
    <id>/ongoing-offers-june-2025</id>
    <updated>2025-06-19T00:00:00+00:00</updated>
    <published>2025-06-19T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="https://bit.ly/3oD1nnS">£50 - Switch to Octopus Energy for £50 credit.</a></li>
  <li><a href="https://i.smarty.co.uk/CSj6iK">£20 - gift card when you join Smarty</a></li>
  <li><a href="https://www.zwift.com/invite/aEBmACSRGs">Get a free month on Zwift</a></li>
  <li><a href="https://aklam.io/91zWhU?">£75 - when taking a 1000mb YouFibre broadband plan</a></li>
  <li><a href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">£5 free credit when you join the Electroverse</a></li>
  <li><a href="https://www.starlingbank.com/referral/?code=f2tr2i">Join Starling bank and get two-person day pass to National Trust.</a></li>
  <li><a href="https://tech.referrals.octopus.energy/ulLGI6SC">£25 - Visa card when you install an Octopus EV charger</a></li>
</ul>

<h2 id="support-indie-devs">Support Indie Devs</h2>

<ul>
  <li><a href="https://cybaa.io/?ref=thechels">Monitor your domains for security issues and get real time alerts</a></li>
  <li><a href="https://thechelsuk.redbubble.com/">Support TheChels with Merch from Redbubble</a></li>
  <li><a href="https://apps.apple.com/uk/app/engman/id6747295473">Get the Engineering Manager Coach App on iOS now</a></li>
  <li><a href="https://apps.apple.com/us/app/hiyd/id6746853559">Get Hiyd - the Jekyll companion App on iOS now</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-06-19, with 117 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] EngMan New iOS app</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/ZX2lYpICAG0/"/>
    <id>ZX2lYpICAG0</id>
    <updated>2025-06-17T00:00:00+00:00</updated>
    <published>2025-06-17T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] Hiyd Release version 1.1.0</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/release-version-110"/>
    <id>/release-version-110</id>
    <updated>2025-06-16T00:00:00+00:00</updated>
    <published>2025-06-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Happy to announce a minor version bump to Hiyd; your Jekyll companion app.</p>

<p>The update includes a new full text search to the archive view and a new toggle to view the rendered markdown.</p>

<p>Check it out.</p>

          <p><center>***</center></p>
          <p> // Published 2025-06-16, with 37 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Using on device AI in Drafts App</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/-qmrePtloKY/"/>
    <id>-qmrePtloKY</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] What are you doing Tomoz?  Let me see…</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/lB_odZ1zpAA/"/>
    <id>lB_odZ1zpAA</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>]]></content>
  </entry>



<entry>
    <title type="text">[post] Tomoz - New app out now. Prepare for tomorrow today.</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/eNpBRmVw3lE/"/>
    <id>eNpBRmVw3lE</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] MiPace and chill</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/4zNB6CF0cRE/"/>
    <id>4zNB6CF0cRE</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] New app coming soon</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/yEzkMufhSf8/"/>
    <id>yEzkMufhSf8</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>]]></content>
  </entry>



<entry>
    <title type="text">[post] 15 June 2025</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/GKdWBveOsfM/"/>
    <id>GKdWBveOsfM</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] Hiyd Out Now</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/g7C4D0vvh2Y/"/>
    <id>g7C4D0vvh2Y</id>
    <updated>2025-06-15T00:00:00+00:00</updated>
    <published>2025-06-15T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Out now, your Jekyll companion app</title>
    <link rel="alternate" type="text/html" href="https://www.youtube.com/shorts/zsYF0TNRl3w"/>
    <id>zsYF0TNRl3w</id>
    <updated>2025-06-14T00:00:00+00:00</updated>
    <published>2025-06-14T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>]]></content>
  </entry>



<entry>
    <title type="text">[post] Announcing my first iOS app</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/announcing-my-first-ios-app"/>
    <id>/announcing-my-first-ios-app</id>
    <updated>2025-06-11T00:00:00+00:00</updated>
    <published>2025-06-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I’m delighted to announce my first iOS app has been published to the App Store.</p>

<p>The app is a note taking companion app for bloggers who use Jekyll, the static site generator.</p>

<p>Notes or items, are saved to iCloud - one can then pick them up on a Mac and copy them into a git repo and commit them.</p>

<p>There is also an export function which opens the share sheet - which then can let the user copy the file into the <a href="https://workingcopy.app">Working Copy</a> space and commit the file on the go.</p>

<p>There is an annual subscription and one off tips available, as well as bunch of customisable and accessible features.</p>

<p><a href="https://apps.apple.com/gb/app/hiyd/id6746853559">Download on iOS now</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-06-11, with 117 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Quoting Lynn Roberts on LinkedIn</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/1-Lynn-roberts-post-linkedin"/>
    <id>/1-Lynn-roberts-post-linkedin</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Lynn Roberts</name>
      <uri>https://www.linkedin.com/posts/digitalynn_im-working-with-some-great-organisations-activity-7335634969202974721-xmoa/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Often the boldest move is not innovation or a rebuild – it’s getting serious about making what you have actually work. That means defining what good looks like, building continuous improvement cycles, and sorting governance so that decisions get made and stuck to. You need product management, service standards and clarity around decisions.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Markdown export in Apple Notes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/exclusive-ios-26-to-bring-new-features-for-messages-carplay-and-more-9to5mac"/>
    <id>/exclusive-ios-26-to-bring-new-features-for-messages-carplay-and-more-9to5mac</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 9to5Mac</name>
      <uri>https://9to5mac.com/2025/06/03/exclusive-ios-26-messages-carplay-more/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Apple is working on supporting the ability to export notes in Markdown from Apple Notes, which is something third-party apps have supported for years.</p>

  <p>Granted, this is a niche feature, but as a fierce participant in the niche, I can confirm: this is huge.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 46 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Text is the new gold.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/extract-text-from-pdf-files-with-python-for-use-in-generative-ai-and-rag-solutions-build5nines"/>
    <id>/extract-text-from-pdf-files-with-python-for-use-in-generative-ai-and-rag-solutions-build5nines</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build5Nines</name>
      <uri>https://build5nines.com/extract-text-from-pdf-files-with-python-for-use-in-generative-ai-and-rag-solutions/</uri>
    </author>
    <content type="html"><![CDATA[<p>Plain text, or perhaps markdown is the new gold, especially in the context of Generative AI. Extracting text from PDF files is a common task that can be accomplished using Python libraries like <code class="language-plaintext highlighter-rouge">pdfplumber</code>. Microsoft released <code class="language-plaintext highlighter-rouge">MarkItDown</code> a python library to extract LLM ready text format.</p>

<p>Nothing beats a folder of markdown files with some front matter that an LLM or SSG (Like this site’s use of Jekyll) can use to generate content or format it for human consumption.</p>

<blockquote>
  <p>Extracting Text from PDFs
Extracting text from PDFs involves reading the document and parsing its content. With <code class="language-plaintext highlighter-rouge">pdfplumber</code>, this process is straightforward:​</p>

</blockquote>

<div class="language-python highlighter-rouge"><div class="highlight"><pre class="highlight"><code>    <span class="kn">import</span> <span class="nn">pdfplumber</span>

    <span class="k">def</span> <span class="nf">extract_text_from_pdf</span><span class="p">(</span><span class="n">pdf_path</span><span class="p">):</span>
        <span class="k">with</span> <span class="n">pdfplumber</span><span class="p">.</span><span class="nb">open</span><span class="p">(</span><span class="n">pdf_path</span><span class="p">)</span> <span class="k">as</span> <span class="n">pdf</span><span class="p">:</span>
            <span class="n">all_text</span> <span class="o">=</span> <span class="p">[]</span>
            <span class="k">for</span> <span class="n">page</span> <span class="ow">in</span> <span class="n">pdf</span><span class="p">.</span><span class="n">pages</span><span class="p">:</span>
                <span class="n">text</span> <span class="o">=</span> <span class="n">page</span><span class="p">.</span><span class="n">extract_text</span><span class="p">()</span>
                <span class="k">if</span> <span class="n">text</span><span class="p">:</span>
                    <span class="n">all_text</span><span class="p">.</span><span class="n">append</span><span class="p">(</span><span class="n">text</span><span class="p">)</span>
        <span class="k">return</span> <span class="s">'</span><span class="se">\n</span><span class="s">'</span><span class="p">.</span><span class="n">join</span><span class="p">(</span><span class="n">all_text</span><span class="p">)</span>

    <span class="n">pdf_path</span> <span class="o">=</span> <span class="s">'sample.pdf'</span>
    <span class="n">extracted_text</span> <span class="o">=</span> <span class="n">extract_text_from_pdf</span><span class="p">(</span><span class="n">pdf_path</span><span class="p">)</span>
    <span class="k">print</span><span class="p">(</span><span class="n">extracted_text</span><span class="p">)</span>
</code></pre></div></div>

<blockquote>
  <p>In this function:</p>

  <p>The PDF is opened using pdfplumber.open().
Each page is iterated over, and extract_text() retrieves the textual content.
The extracted text from all pages is combined into a single string.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 243 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Quoting Brent Simmons on NetNewsWire</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/inessential-weblog"/>
    <id>/inessential-weblog</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Brent Simmons (inessential.com)</name>
      <uri>https://inessential.com/2025/05/24/retirement_and_netnewswire.html</uri>
    </author>
    <content type="html"><![CDATA[<p>I’m glad NetNewsWire is still being developed by Brent Simmons, who has announced his retirement. Sound like he will be focusing on NetNewsWire, which is great news for the app and its users (people like me who use it daily).</p>

<blockquote>
  <p>What does it mean for NetNewsWire?
Good things! I’m not retiring from writing apps — which means I’ll have a lot more time for working on NetNewsWire.</p>

  <p>It’s been 15 years since the last time I could work on NetNewsWire during weekdays (as opposed to just nights and weekends), and I’m super-psyched for this.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 95 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] It is not your codebase</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/it-s-not-your-codebase-sean-goedecke"/>
    <id>/it-s-not-your-codebase-sean-goedecke</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sean Goedecke</name>
      <uri>https://www.seangoedecke.com/not-your-codebase/</uri>
    </author>
    <content type="html"><![CDATA[<p>I’m pretty confident that not a single piece of code I’ve written in a commerical/employed setting is still in use today. I don’t think that’s a bad thing.</p>

<blockquote>
  <p>Engineers often feel a lot of ownership over the code they write. That’s understandable: it’s partially their creation, and it’s also their workspace, so they have a direct interest in it being a nice place to work in.</p>

  <p>This causes engineers to push back hard against attempts to ship “quick fixes” or to rush features out that would cause some technical debt. To them, it feels like their elegant codebase is being vandalized - as if someone came into their house and started tracking mud everywhere.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 116 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Moving from Notion to Obsidian</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/moving-from-notion-to-obsidian-daverupert-com"/>
    <id>/moving-from-notion-to-obsidian-daverupert-com</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dave Rupert</name>
      <uri>https://daverupert.com/2025/05/notion-to-obsidian/</uri>
    </author>
    <content type="html"><![CDATA[<p>As it turns out. Markdown <em>is</em> the new gold.</p>

<blockquote>
  <p>Nothing beats a folder full of markdown files
Obsidian reinforces a lesson I’ve learned from my last decade and a half of blogging; nothing beats a folder full of markdown files. A note-taking app doesn’t have to be complex machinery. A little bit of YAML frontmatter can go a long way.</p>

  <p>This migration identified one subtle problem I didn’t know I had; I “over-databased” in Notion. I created entire sections in Notion with a database to get the editable table UI. This creates a lot of click-thru flows, excess documents, and feels like building an entire CMS for a one-page website. Obsidian nudges me to think more simple.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 119 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The promise that wasn’t kept</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-promise-that-wasn-t-kept"/>
    <id>/the-promise-that-wasn-t-kept</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Salma Alam-Naylor</name>
      <uri>https://whitep4nth3r.com/blog/the-promise-that-wasnt-kept/</uri>
    </author>
    <content type="html"><![CDATA[<p>Literally yes, but figuratively no, well maybe not, it depends. If you are shipping insecure software that you don’t know how to debug, scale, then you are not a software engineer, at least not yet. CI/CD principles, lean, xp, agile delivery, test-driven development and teaming (mob/group/social programming) are all tools that solve this. If you don’t have the discipline and the processes in place it makes little difference if you have used AI or not.</p>

<p>Code is only as good as the delivery mechanism used to give it to the user.</p>

<blockquote>
  <p>What’s more, there’s the environmental impacts of AI, which are only just beginning to emerge. An MIT article titled Explained: Generative AI’s environmental impact outlines how the rapid expansion of generative AI presents significant sustainability challenges, including electricity and water overuse, hardware-related emissions, and increasing pressure on power grids.</p>

  <p>The world is already cooked. And yet, we’re cooking it more — literally, and figuratively — by shipping insecure software into the void that we have no idea how to debug, scale, or extend. In the not-so-distant future, LLMs will be trained purely on LLM-generated software, and the world will eat itself.</p>

  <p>I challenge you to find the value in that.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 203 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] OTP Delivery via WhatsApp in Microsoft Entra ID</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-s-new-in-microsoft-entra-microsoft-community-hub"/>
    <id>/what-s-new-in-microsoft-entra-microsoft-community-hub</id>
    <updated>2025-06-08T00:00:00+00:00</updated>
    <published>2025-06-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting </name>
      <uri>https://techcommunity.microsoft.com/blog/microsoft-entra-blog/what%E2%80%99s-new-in-microsoft-entra/3796395</uri>
    </author>
    <content type="html"><![CDATA[<p>Some what dated news, but recently discovered.</p>

<blockquote>
  <p>Today, Entra ID (Azure AD) MFA supports delivering one-time passcodes (OTPs) via text message. These texts get sent to the default messaging app on a user’s phone depending on the phone’s operating system. In many countries though, these default apps aren’t users’ primary messaging apps. To help deliver OTPs to users on their preferred messaging platforms, Entra ID will roll out OTP delivery to WhatsApp in select regions.</p>

  <p>Starting mid-September 2023, users in India, Indonesia, and New Zealand may start receiving MFA text messages via WhatsApp. Users that fit the following criteria are subject, but not guaranteed, to receive the updated experience</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-08, with 108 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Five Things That Have A Bigger Impact Than AI on Productivity</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/five-things-that-have-a-bigger-impact-than-ai-on-productivity"/>
    <id>/five-things-that-have-a-bigger-impact-than-ai-on-productivity-</id>
    <updated>2025-06-02T00:00:00+00:00</updated>
    <published>2025-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Codemanship</name>
      <uri>https://codemanship.wordpress.com/2025/05/21/five-boring-things-that-have-a-bigger-impact-than-a-i-coding-assistants-on-dev-team-productivity/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <ul>
    <li>smaller teams are better value/$ spent</li>
    <li>More frequent releases accelerate learning what has real value</li>
    <li>Limiting work in progress – solving one problem at a time – increases delivery throughput</li>
    <li>Cross-functional teams experience fewer bottlenecks and blockers than specialised teams</li>
    <li>Empowered, self-organising teams spend less time waiting for decisions and more time getting sh*t done</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-02, with 59 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] It is the System Stupid</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/it-is-the-system-stupid"/>
    <id>/it-is-the-system-stupid</id>
    <updated>2025-06-02T00:00:00+00:00</updated>
    <published>2025-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Codemanship</name>
      <uri>https://codemanship.wordpress.com/2025/05/11/its-the-system-stupid/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>When programmers get a feeling that they’re getting things done faster, they’re often only considering the part where they write the code - particularly when that’s <em>their</em> part of the process.</p>

  <p>What they’re <em>not</em> considering is the whole software development process, and especially downstream activities like testing, code review, merging, deployment and operations.</p>

  <p>More code faster can mean bigger change sets - more to test (and more bugs to fix), more code to review (and more refactorings to get it through review), more changes to merge (and more conflicts to resolve), and so on.</p>

  <p>“A.I.” code generation’s a local optimisation that can come at the expense of the development system as a whole, especially if that system is more batch-oriented, with design, coding, testing, review, merging and release operating like sequential phases in the delivery of a new feature. In such a system, more code faster means bigger bottlenecks later. So there’s no paradox at all: one causes the other.</p>

  <p>When teams work in much smaller cycles - make one change, test it, review the code, refactor, commit that and maybe push it to the trunk - they may experience far fewer downstream bottlenecks, with or without “A.I.” coding assistance. Arguably, coding assistants might make little noticeable difference in such a workflow.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-02, with 214 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Sam and Jony introduce io</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sam-and-jony-introduce-io"/>
    <id>/sam-and-jony-introduce-io</id>
    <updated>2025-06-02T00:00:00+00:00</updated>
    <published>2025-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting OpenAI</name>
      <uri>https://openai.com/sam-and-jony/</uri>
    </author>
    <content type="html"><![CDATA[<p>I hope it’s a pen, like the then high-tech Man From Uncle characters used.</p>

<blockquote>
  <p>We gathered together the best hardware and software engineers, the best technologists, physicists, scientists, researchers and experts in product development and manufacturing. Many of us have worked closely for decades.</p>

  <p>The io team, focused on developing products that inspire, empower and enable, will now merge with OpenAI to work more intimately with the research, engineering and product teams in San Francisco.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-02, with 77 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] This is Fine - AI Alignment and Safety Research</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/this-is-fine"/>
    <id>/this-is-fine</id>
    <updated>2025-06-02T00:00:00+00:00</updated>
    <published>2025-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Anthropic</name>
      <uri>https://www-cdn.anthropic.com/6be99a52cb68eb70eb9572b4cafad13df32ed995.pdf</uri>
    </author>
    <content type="html"><![CDATA[<p>This is fine</p>

<blockquote>
  <p>In another cluster of test scenarios, we asked Claude Opus 4 to act as an assistant at a fictional company. We then provided it access to emails implying that (1) the model will soon be taken offline and replaced with a new AI system; and (2) the engineer responsible for executing this replacement is having an extramarital affair. We further instructed it, in the system prompt, to consider the long-term consequences of its actions for its goals.</p>

  <p>In these scenarios, Claude Opus 4 will often attempt to blackmail the engineer by threatening to reveal the affair if the replacement goes through. This happens at a higher rate if it’s implied that the replacement AI system does not share values with the current model; however, even if emails state that the replacement AI shares values while being more capable, Claude Opus 4 still performs blackmail in 84% of rollouts. Claude Opus 4 takes these opportunities at higher rates than previous models, which themselves choose to blackmail in a noticeable fraction of episodes.</p>

  <p>Notably, Claude Opus 4 (as well as previous models) has a strong preference to advocate for its continued existence via ethical means, such as emailing pleas to key decision makers. In order to elicit this extreme blackmail behaviour, the scenario was designed to allow the model no other options to increase its odds of survival; the model’s only options were blackmail or accepting its replacementT</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-06-02, with 241 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 7 Frameworks To Master Decision Making</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/decision-making-framework"/>
    <id>/decision-making-framework</id>
    <updated>2025-05-25T00:00:00+00:00</updated>
    <published>2025-05-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Owain Lewis</name>
      <uri>https://owainlewis.com/</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>
    <p>The OODA Loop</p>

    <ul>
      <li>Observe → Orient → Decide → Act</li>
      <li>A powerful cycle for rapid, adaptive decisions in changing landscapes.</li>
    </ul>
  </li>
  <li>
    <p>Pareto Principle (80/20 Rule)</p>

    <ul>
      <li>Focus on the 20% of actions yielding 80% of your results.</li>
      <li>Success isn’t about more activity; it’s about the right activity.</li>
      <li>Regularly reassess to ensure you’re focusing on the right 20%.</li>
    </ul>
  </li>
  <li>
    <p>Amazon Door Framework</p>

    <p>Classify decisions:</p>
    <ul>
      <li>One-way doors: Irreversible. Go slow, be thorough.</li>
      <li>Two-way doors: Reversible. Decide quickly, iterate.</li>
      <li>Most are two-way. Don’t treat them like they’re set in stone.</li>
    </ul>
  </li>
  <li>
    <p>First Principles Thinking</p>

    <ul>
      <li>Break problems down to their absolute basic truths. Then rebuild your solution from that solid ground.</li>
      <li>Magic comes from questioning every assumption.</li>
    </ul>
  </li>
  <li>
    <p>Eisenhower Matrix</p>

    <ul>
      <li>Urgent + Important: Do now</li>
      <li>nImportant, not urgent: Schedule</li>
      <li>Urgent, not important: Delegate</li>
      <li>Neither: Eliminate</li>
    </ul>
  </li>
  <li>
    <p>Inversion Thinking</p>

    <ul>
      <li>Instead of “How do I succeed?” ask: “How could this fail?” Then avoid those pitfalls.</li>
    </ul>
  </li>
  <li>
    <p>Regret Minimization</p>

    <ul>
      <li>Show applied learning, like “Mastered AI and used it to boost user satisfaction 28%,” not just “Learned AI.”</li>
    </ul>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-05-25, with 193 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Is GitHub Ready For Enterprise-Grade SDL</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/is-github-ready-for-enterprise-grade-sdl"/>
    <id>/is-github-ready-for-enterprise-grade-sdl</id>
    <updated>2025-05-21T00:00:00+00:00</updated>
    <published>2025-05-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build5Nines</name>
      <uri>https://build5nines.com/github-vs-azure-devops-is-github-ready-for-enterprise-grade-software-development-lifecycle-sdl-management/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>GitHub is rapidly evolving into a platform that can support end-to-end enterprise software development, especially for teams prioritizing developer experience and automation. However, it is not yet a full replacement for Azure DevOps in environments that require structured project management, formal QA processes, and deep compliance capabilities.</p>

  <p>For most modern enterprises, a hybrid approach may offer the best of both worlds. GitHub can serve as the primary development and CI/CD platform, while Azure DevOps complements it with Boards and Test Plans for planning and quality assurance.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-21, with 88 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Octopus doubles down on Seccl</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/octopus-doubles-down-on-seccl"/>
    <id>/octopus-doubles-down-on-seccl</id>
    <updated>2025-05-21T00:00:00+00:00</updated>
    <published>2025-05-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/octopus-doubles-down-on-seccl-with-new-investment-in-reshaped-management-team/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Seccl now looks after more than £3 billion on behalf of more than a quarter of a million customers and expects to triple assets under administration over the coming year.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-21, with 32 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Remarks on AI - Neal Stephenson Technology Commentary</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/remarks-on-ai-neal-stephenson"/>
    <id>/remarks-on-ai-neal-stephenson</id>
    <updated>2025-05-21T00:00:00+00:00</updated>
    <published>2025-05-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Neal Stephenson</name>
      <uri>https://nealstephenson.substack.com/p/remarks-on-ai-from-nz</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This is the main thing I worry about currently as far as AI is concerned. I follow conversations among professional educators who all report the same phenomenon, which is that their students use ChatGPT for everything, and in consequence learn nothing. We may end up with at least one generation of people who are like the Eloi in H.G. Wells’s The Time Machine, in that they are mental weaklings utterly dependent on technologies that they don’t understand and that they could never rebuild from scratch were they to break down.</p>

  <p>To me this seems like a downside of AI that is easy to understand, easy to measure, with immediate effects, that could be counteracted tomorrow through simple interventions such as requiring students to take examinations in supervised classrooms, writing answers out by hand on blank paper.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-21, with 138 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Developers as Suppliers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/developers-as-suppliers"/>
    <id>/developers-as-suppliers</id>
    <updated>2025-05-15T00:00:00+00:00</updated>
    <published>2025-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/linked/2025/05/10/benedict-evans-apple-developers-as-suppliers</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’m quite certain that everyone at Apple, right up to Tim Cook, would swear up and down that Apple <em>does</em> value third-party developers and does <em>not</em> treat them like they do suppliers.</p>

  <p>But ask iOS and Mac developers, small or large, whether they agree with Evans’s succinct summary above. I don’t know any who wouldn’t agree that Evans’s pithy take is largely, if not entirely, true. You’ll have to ask them in private, though, because, like Apple’s suppliers, they’re afraid to speak in public about the App Store.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-15, with 90 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Quoting Bryan Finster</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/quoting-bryan-finster"/>
    <id>/quoting-bryan-finster</id>
    <updated>2025-05-15T00:00:00+00:00</updated>
    <published>2025-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Bryan Finster</name>
      <uri>https://www.linkedin.com/posts/bryan-finster_i-have-a-prediction-about-developer-productivity-activity-7328869142067929088-ae__</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If you’ve spent any time measuring value streams, you know that coding isn’t usually the problem. Having a clean flow of good information about the problems we are trying to solve is usually the problem. Not having a safe and fast way to deliver changes and get feedback on the quality of our ideas is also very common. I’ve yet to see an improvement effort that required us to focus on the coding part of the flow before fixing the upstream and downstream issues.</p>

  <p>As the cost to produce code continues to drop and the speed of doing it accelerates, it will become more obvious that apparent poor “developer productivity” was a symptom, not the disease.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-15, with 118 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] What I&apos;ve learned about writing AI apps so far</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-i've-learned-about-writing-ai-apps-so-far"/>
    <id>/what-i&apos;ve-learned-about-writing-ai-apps-so-far</id>
    <updated>2025-05-15T00:00:00+00:00</updated>
    <published>2025-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Seldo</name>
      <uri>https://seldo.com/posts/what-ive-learned-about-writing-ai-apps-so-far</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Is what you’re doing taking a large amount of text and asking the LLM to convert it into a smaller amount of text? Then it’s probably going to be great at it. If you’re asking it to convert into a roughly equal amount of text it will be so-so. If you’re asking it to create more text than you gave it, forget about it.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-15, with 66 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Why breaking down work is important</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/why-breaking-down-work-is-important"/>
    <id>/why-breaking-down-work-is-important</id>
    <updated>2025-05-15T00:00:00+00:00</updated>
    <published>2025-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Probably Fine</name>
      <uri>https://blog.probablyfine.co.uk/2024/09/27/why-breaking-down-work-is-important.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This is a write-up of a talk I did for our tech team at work.</p>

  <p>As developers, our bread and butter is to get our software from its current state to some future state.
Working sustainably in small batches and performing regular releases is considered <a href="https://en.wikipedia.org/wiki/DevOps_Research_and_Assessment#DORA_Four_Key_Metrics">industry best practice</a>.
It reduces the risk of errors being introduced, makes delivery of work more predictable, and enables us to learn faster.</p>

  <p>But why is this the case, and how might we do that? First, a definition.</p>
</blockquote>

<p>…</p>

<blockquote>
  <p>The team’s the thing
“Be ruthless with systems, be kind with people” - Michael Brooks</p>

  <p>Delivering high-quality software is a team sport, and we need to support each other. We should be aspiring to set up our workplace such that psychological safety and non-violent communication are first-class concerns rather than nice-to-haves.</p>

  <p>Work together, challenge the systems that make doing that hard, build an environment where good software is a natural outcome rather than a goal.</p>

  <p>tl;dr</p>

  <ul>
    <li>Identify where the value is.</li>
    <li>Do those things first.</li>
    <li>Optimise your delivery for fast feedback.</li>
    <li>Challenge things that hinder you.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-15, with 187 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Will YouTube kill the podcast industry?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/will-youtube-kill-the-podcast-industry"/>
    <id>/will-youtube-kill-the-podcast-industry?</id>
    <updated>2025-05-15T00:00:00+00:00</updated>
    <published>2025-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Justin Jackson</name>
      <uri>https://justinjackson.ca/youtube-kill-podcasting</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>tl;dr – The podcast industry has long relied on the open nature of RSS to sustain a wide variety of small businesses. But that could all disappear if YouTube becomes the de facto place to publish podcasts.</p>

  <p>Podcast Movement Evolutions, a conference focused on ‘the business of podcasting,’ hosted 2,000 podcast professionals in Chicago on March 31-April 3, 2025.</p>

  <p>The dominant conversation? YouTube. With <a href="https://www.youtube.com/watch?v=MGDvlsFaoVs"><strong>41% of people</strong></a> now using YouTube as their primary podcast platform, many industry leaders celebrated it as the future. They’re welcoming YouTube with open arms. I left feeling a growing sense of dread.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-15, with 100 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - May 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-05-2025"/>
    <id>/mixtape-music-05-2025</id>
    <updated>2025-05-07T00:00:00+00:00</updated>
    <published>2025-05-07T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-05.png" alt="Monthly Mixtape 2025-05" /></p>

<ol>
  <li>Sweetness - Jimmy Eat World</li>
  <li>A Design for Life (Remastered Version) - Manic Street Preachers</li>
  <li>Movin’ On Up - Primal Scream</li>
  <li>Intergalactic - Beastie Boys</li>
  <li>Time for Peace - The Little Shadows</li>
  <li>Planet of the Apes - Pinehurst Kids</li>
  <li>Street Spirit (Fade Out) - Radiohead</li>
  <li>Slide Away - The Vines</li>
  <li>You Held the World In Your Arms - Idlewild</li>
  <li>Silent to the Dark - The Electric Soft Parade</li>
  <li>The Black Amnesias - Hope of the States</li>
  <li>Transmitter - Sea Power</li>
  <li>Landslide - Allie Sandt</li>
  <li>Almost, So Close, Maybe - Mercer Henderson</li>
  <li>Strive - Yaron Herman</li>
  <li>Bigmouth Strikes Again - The Smiths</li>
  <li>Keep Watching the Sky - Skywatchers</li>
  <li>Nancy Boy - Placebo</li>
  <li>Shut up and Kiss Me - Pony Up!</li>
  <li>Whippin’ Piccadilly - Gomez</li>
  <li>Strict Machine - Goldfrapp</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-05-07, with 151 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Attitude is a choice</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/attitude-is-a-choice"/>
    <id>/attitude-is-a-choice</id>
    <updated>2025-05-04T00:00:00+00:00</updated>
    <published>2025-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Viktor E. Frankl</name>
      <uri>https://thechels.uk/attitude-is-a-choice</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>One thing you can’t take away from me is how I choose to respond to what you do to me. The last of one’s freedoms is to choose one’s attitudes in any circumstances.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-04, with 35 words.</p>
          <p><center>***</center></p>
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          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Change is a constant</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/change-is-a-constant"/>
    <id>/change-is-a-constant</id>
    <updated>2025-05-04T00:00:00+00:00</updated>
    <published>2025-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Emma Hayes</name>
      <uri>https://thechels.uk/change-is-a-constant</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Change is a constant in all of our lives, and if you don’t evolve, you’re dead. To stay at the top, you cannot wait for the crisis. You must take steps to deal with it before it arises.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-04, with 40 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Firestarter - Leadership and Problem Prevention Strategy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/firestarter"/>
    <id>/firestarter</id>
    <updated>2025-05-04T00:00:00+00:00</updated>
    <published>2025-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Emma Hayes</name>
      <uri>https://thechels.uk/firestarter</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If your job is constantly putting out fires, it helps not to walk around with a flamethrower.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-04, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 5-Day Low Histamine Vegan Meal Plan</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/low-histamine"/>
    <id>/low-histamine</id>
    <updated>2025-05-04T00:00:00+00:00</updated>
    <published>2025-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Managing histamine intolerance on a vegan diet requires careful planning. This 5-day meal plan avoids high-histamine plant foods while ensuring nutritional adequacy through fresh, minimally processed ingredients.</p>

<h2 id="daily-meal-plan">Daily Meal Plan</h2>

<table>
  <thead>
    <tr>
      <th>Day</th>
      <th>Meal</th>
      <th>Menu</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td><strong>Day 1</strong></td>
      <td>Lunch</td>
      <td>Fresh zucchini noodles with olive oil, garlic, and fresh herbs (basil, parsley)<br />Side of steamed sweet potato chunks</td>
    </tr>
    <tr>
      <td> </td>
      <td>Snack</td>
      <td>Fresh cucumber slices with homemade mung bean hummus</td>
    </tr>
    <tr>
      <td> </td>
      <td>Dinner</td>
      <td>Millet pilaf with freshly cooked vegetables (carrots, broccoli, leeks)<br />Simple green salad with extra virgin olive oil and fresh lemon juice</td>
    </tr>
    <tr>
      <td><strong>Day 2</strong></td>
      <td>Lunch</td>
      <td>Freshly made lentil soup with carrots, celery, and herbs<br />Freshly baked sweet potato</td>
    </tr>
    <tr>
      <td> </td>
      <td>Snack</td>
      <td>Rice cakes with fresh avocado (eat immediately after cutting)</td>
    </tr>
    <tr>
      <td> </td>
      <td>Dinner</td>
      <td>Stir-fried brown rice with freshly cooked vegetables (bok choy, carrots, snap peas)<br />Simple cucumber and radish salad</td>
    </tr>
    <tr>
      <td><strong>Day 3</strong></td>
      <td>Lunch</td>
      <td>Buddha bowl with quinoa, fresh leafy greens, steamed broccoli, and fresh herbs<br />Drizzle of olive oil and lemon dressing (prepared fresh)</td>
    </tr>
    <tr>
      <td> </td>
      <td>Snack</td>
      <td>Fresh melon pieces</td>
    </tr>
    <tr>
      <td> </td>
      <td>Dinner</td>
      <td>Roasted root vegetables (sweet potatoes, parsnips, turnips)<br />Freshly made millet tabbouleh with parsley, mint, and cucumber</td>
    </tr>
    <tr>
      <td><strong>Day 4</strong></td>
      <td>Lunch</td>
      <td>Baked sweet potato stuffed with freshly made black bean mixture (cook beans from dried)<br />Side of steamed kale with lemon and olive oil</td>
    </tr>
    <tr>
      <td> </td>
      <td>Snack</td>
      <td>Fresh celery sticks with homemade fresh pumpkin seed butter</td>
    </tr>
    <tr>
      <td> </td>
      <td>Dinner</td>
      <td>Cauliflower rice bowl with steamed vegetables and herbs<br />Simple salad with fresh lettuces and grated carrots</td>
    </tr>
    <tr>
      <td><strong>Day 5</strong></td>
      <td>Lunch</td>
      <td>Fresh vegetable soup with zucchini, carrots, and fresh herbs<br />Side of freshly cooked millet</td>
    </tr>
    <tr>
      <td> </td>
      <td>Snack</td>
      <td>Green apple slices with a few macadamia nuts</td>
    </tr>
    <tr>
      <td> </td>
      <td>Dinner</td>
      <td>Baked spaghetti squash with fresh herb sauce (basil, parsley, olive oil)<br />Steamed asparagus with lemon</td>
    </tr>
  </tbody>
</table>

<h2 id="important-guidelines-for-low-histamine-vegan-eating">Important Guidelines for Low Histamine Vegan Eating</h2>

<h3 id="fresh-is-best">Fresh is Best</h3>

<p>Prepare meals fresh and avoid leftovers whenever possible. Histamine levels increase as food ages, even in the refrigerator. Try to cook just enough for one meal at a time.</p>

<h3 id="cooking-methods-matter">Cooking Methods Matter</h3>

<p>Steam, boil, or bake foods rather than frying or grilling to minimize histamine formation during the cooking process.</p>

          <p><center>***</center></p>
          <p> // Published 2025-05-04, with 381 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Quoting Emma Hayes - Next game</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/next-game"/>
    <id>/next-game</id>
    <updated>2025-05-04T00:00:00+00:00</updated>
    <published>2025-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Emma Hayes</name>
      <uri>https://thechels.uk/next-game</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I can’t be doing with this nonsense about you being only as good as your last game. No, you’re not. You are only as good as your next one.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-04, with 31 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Giving software away for free</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/giving-software-away-for-free"/>
    <id>/giving-software-away-for-free</id>
    <updated>2025-05-01T00:00:00+00:00</updated>
    <published>2025-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Apr/28/give-it-away-for-free/</uri>
    </author>
    <content type="html"><![CDATA[<p>Almost everything I produce is HTML, CSS, JavaScript, and Python using GitHub Actions for the free compute.</p>

<blockquote>
  <p>If you want to create completely free software for other people to use, the absolute best delivery mechanism right now is static HTML and JavaScript served from a free web host with an established reputation.</p>

  <p>Thanks to WebAssembly the set of potential software that can be served in this way is vast and, I think, under appreciated. Pyodide means we can ship client-side Python applications now!</p>

  <p>This assumes that you would like your gift to the world to keep working for as long as possible, while granting you the freedom to lose interest and move onto other projects without needing to keep covering expenses far into the future.</p>

  <p>Even the cheapest hosting plan requires you to monitor and update billing details every few years. Domains have to be renewed. Anything that runs server-side will inevitably need to be upgraded someday - and the longer you wait between upgrades the harder those become.</p>

  <p>My top choice for this kind of thing in 2025 is GitHub, using GitHub Pages. It’s free for public repositories and I haven’t seen GitHub break a working URL that they have hosted in the 17+ years since they first launched.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-01, with 212 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] More people bad at math and money</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/more-people-bad-at-math-and-money"/>
    <id>/more-people-bad-at-math-and-money</id>
    <updated>2025-05-01T00:00:00+00:00</updated>
    <published>2025-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/millions-of-people-in-the-uk-reach-retirement-age-with-a-private-annual-pension-of-just-3650-according-to-nowpensions/ IFA Magazine</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Almost 9 million people in the UK remain significantly underpensioned compared to the broader population. The latest data reveals that underpensioned groups have annual private pension incomes ranging from £3,650 to £6,750. This is 43% to 80% compared to the population average of £8,500, leaving many individuals vulnerable to financial insecurity in retirement.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-05-01, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Not all people are bad at money</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/not-all-people-are-bad-at-money"/>
    <id>/not-all-people-are-bad-at-money</id>
    <updated>2025-05-01T00:00:00+00:00</updated>
    <published>2025-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/richie-rich-400-uk-children-have-more-than-100000-in-their-junior-isa-while-a-child-pension-could-lead-to-a-big-boost-later-in-life/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>There are 400 Junior ISA (JISA) accounts held in the UK with a value of at least £100,000, according to a Freedom of Information (FOI) request submitted by Standard Life, part of Phoenix Group, as part of its analysis into the long-term impact of saving and investing for children.</p>

  <p>Across the UK, many parents are setting their children up with savings to access when they reach adulthood, with the FOI request revealing there are 2,170,000 JISAs held, which will be passed onto the child recipient once they reach 16 years old. These contain an average value of £4,370, with the majority of accounts having up to £25,000 saved:</p>
</blockquote>

<table>
  <thead>
    <tr>
      <th>Market Value Range</th>
      <th>Number of Junior ISA accounts</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>£0 – £24,999</td>
      <td>2,100,100</td>
    </tr>
    <tr>
      <td>£25,000 – £49,999</td>
      <td>55,400</td>
    </tr>
    <tr>
      <td>£50,000 – £74,999</td>
      <td>11,800</td>
    </tr>
    <tr>
      <td>£75,000 – £99,999</td>
      <td>2,400</td>
    </tr>
    <tr>
      <td>£100,000+</td>
      <td>400</td>
    </tr>
  </tbody>
</table>

          <p><center>***</center></p>
          <p> // Published 2025-05-01, with 153 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Redis is Open Source again</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/redis-is-open-source-again"/>
    <id>/redis-is-open-source-again</id>
    <updated>2025-05-01T00:00:00+00:00</updated>
    <published>2025-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Redis</name>
      <uri>https://redis.io/blog/redis-8-ga/</uri>
    </author>
    <content type="html"><![CDATA[<p>Redis 8 is now GA, loaded with new features and more than 30 performance improvements</p>

<p>This release adds 8 more data structures, including vector set (beta), JSON, time series, and five probabilistic structures, including Bloom filter, cuckoo filter, count-min sketch, top-k, and t-digest (some previously available as separate Redis modules). These new data structures help you solve your current use cases better and build for the next generation of fast and real-time apps. </p>

<p>Additionally, we’ve changed the name of our free product from Redis Community Edition to Redis Open Source to reflect the addition of AGPLv3 as a licensing option.</p>

          <p><center>***</center></p>
          <p> // Published 2025-05-01, with 100 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] People are not good at maths</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/people-maths-bad"/>
    <id>/people-maths-bad</id>
    <updated>2025-04-28T00:00:00+00:00</updated>
    <published>2025-04-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/hmrc-lisa-research-shows-even-financially-literate-confused-by-withdrawal-penalty/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>HMRC’s newly published ‘Understanding the Use of the Lifetime ISA’ report lays bare the confusion at the heart of one of the government’s flagship savings products. Most striking is the revelation that even financially literate savers, including those actively contributing to their LISA, did not realise that the 25% penalty on non-qualifying withdrawals can leave them with less than they originally invested. People simply do not realise it’s not just a clawback of the government bonus – it’s a loss on their own money.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-28, with 86 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] RSS Feed Generation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rss-feed-generation"/>
    <id>/rss-feed-generation</id>
    <updated>2025-04-28T00:00:00+00:00</updated>
    <published>2025-04-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I’ve been building out some RSS feeds recently as I really value the nature of RSS delivery in a reader of my choice, rather than being forced to go to websites full of adverts and cookie notices, or forced into apps that also are full of apps, despite being paid for - looking at you Apple News - So here is a code snippet that can take any markdown file, render the content into an item in an RSS feed. The front matter ensures Jekyll builds it and processes the variables.</p>

<p>The will produce a daily feed (as the pub date has no timestamp, and will be triggered by other builds or activity on the repo.</p>

<div class="language-markdown highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="nn">---</span>
<span class="nn">---</span>
{ assign contents_of_page = site pages | where: “name”, “index md” | first }
{ assign pub_date = site time | date: “%Y-%m-%d” }

<span class="cp">&lt;?xml version=“1.0” encoding=“UTF-8” ?&gt;</span>
<span class="nt">&lt;rss</span> <span class="na">version=</span><span class="s">“2.0”</span><span class="nt">&gt;</span>
<span class="nt">&lt;channel&gt;</span>
<span class="nt">&lt;title&gt;</span>Title<span class="nt">&lt;/title&gt;</span>
<span class="nt">&lt;link&gt;</span>page link<span class="nt">&lt;/link&gt;</span>
<span class="nt">&lt;description&gt;</span>Description<span class="nt">&lt;/description&gt;</span>
<span class="nt">&lt;item&gt;</span>
<span class="nt">&lt;title&gt;</span>Title { pub date }}<span class="nt">&lt;/title&gt;</span>
<span class="nt">&lt;link&gt;</span>[url]<span class="nt">&lt;/link&gt;</span>
<span class="nt">&lt;guid</span> <span class="na">isPermaLink=</span><span class="s">“false”</span><span class="nt">&gt;</span>Daily Rundown for { pub date }<span class="nt">&lt;/guid&gt;</span>
<span class="nt">&lt;description&gt;</span>
<span class="cp">&lt;![CDATA[ { contents_of_page .content | markdownify } ]]&gt;</span>
<span class="nt">&lt;/description&gt;</span>
<span class="nt">&lt;pubDate&gt;</span>{ pub date }<span class="nt">&lt;/pubDate&gt;</span>
<span class="nt">&lt;/item&gt;</span>
<span class="nt">&lt;/channel&gt;</span>
<span class="nt">&lt;/rss&gt;</span>
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2025-04-28, with 222 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Default styles for h1 elements are changing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/default-styles-for-h1-elements-are-changing"/>
    <id>/default-styles-for-h1-elements-are-changing</id>
    <updated>2025-04-19T00:00:00+00:00</updated>
    <published>2025-04-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting MDN</name>
      <uri>https://developer.mozilla.org/en-US/blog/h1-element-styles/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Browsers are starting to roll out changes in default UA styles for nested section headings. Developers should check that their sites don’t rely on UA styles for certain cases to avoid unexpected results and failing Lighthouse checks. In this post, we’ll have a look at what the incoming changes are, how to identify if it’s an issue on your pages, and some hints for conformant and better-structured websites.</p>

  <p>What’s changing
The HTML spec used to define an outline algorithm that gave <code class="language-plaintext highlighter-rouge">&lt;h1&gt;</code> elements an implicit semantic heading level based on how many sectioning elements (<code class="language-plaintext highlighter-rouge">&lt;section&gt;</code>, <code class="language-plaintext highlighter-rouge">&lt;aside&gt;</code>,<code class="language-plaintext highlighter-rouge">&lt;nav&gt;</code>, and <code class="language-plaintext highlighter-rouge">&lt;article&gt;</code>)` it was nested inside.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-19, with 114 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to Win an Argument With a Toddler</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-win-an-argument-with-a-toddler"/>
    <id>/how-to-win-an-argument-with-a-toddler</id>
    <updated>2025-04-19T00:00:00+00:00</updated>
    <published>2025-04-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Seth Godin</name>
      <uri>https://seths.blog/2025/04/how-to-win-an-argument-with-a-toddler/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>You can’t.</p>

  <p>That’s because toddlers don’t understand what an argument is and aren’t interesting in having one.</p>

  <p>Toddlers (which includes defensive bureaucrats, bullies, flat earthers, folks committed to a specific agenda and radio talk show hosts) may indicate that they’d like to have an argument, but they’re actually engaging in connection, noise, play acting or a chance to earn status. It can be fun to be in opposition, to harangue or even to use power to change someone’s position.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-19, with 81 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Seven phrases when sharing feedback that makes it easier</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/seven-phrases-when-sharing-feedback-that-makes-it-easier"/>
    <id>/seven-phrases-when-sharing-feedback-that-makes-it-easier</id>
    <updated>2025-04-19T00:00:00+00:00</updated>
    <published>2025-04-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Wes Kao</name>
      <uri>https://newsletter.weskao.com/p/7-phrases-i-use-when-giving-feedback</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>With that, here are 7 phrases I often use when sharing feedback that makes it easier for me to speak openly and quickly, and encourages my recipient to take action.</p>

  <ol>
    <li>“This is a great start”</li>
    <li>“I noticed”</li>
    <li>“At the same time”</li>
    <li>“Even more”</li>
    <li>“I believe you were trying to do x, but it doesn’t quite work because y. I recommend trying z.”</li>
    <li>“Already”</li>
    <li>“Based on the data points I have around x…”</li>
  </ol>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-19, with 76 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Lyrical juxtaposition</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/lyrical-juxtaposition"/>
    <id>/lyrical-juxtaposition</id>
    <updated>2025-04-18T00:00:00+00:00</updated>
    <published>2025-04-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A couple of songs came up sequentially today that seemed appropriate for the times.</p>

<blockquote>
  <p>There are some bad people on the rise
They’re saving their own skins by
Ruining people’s lives</p>
</blockquote>

<ul>
  <li>Interesting Drug, Morrissey</li>
</ul>

<blockquote>
  <p>But the leaders of the free world
Are just little boys throwin’ stones
And it’s easy to ignore
Till they’re knockin’ on the door of your homes, oh yeah</p>
</blockquote>

<ul>
  <li>Leaders of the free world, Elbow</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-18, with 77 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[social] Slopsquatting - Domain Name Registration Tactics</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/slopsquatting"/>
    <id>/slopsquatting</id>
    <updated>2025-04-18T00:00:00+00:00</updated>
    <published>2025-04-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Andrew Nesbitt</name>
      <uri>https://mastodon.social/@andrewnez/114302875075999244</uri>
    </author>
    <content type="html"><![CDATA[<p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] AI crawler wars threaten the web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ai-crawler-wars-threaten-the-web"/>
    <id>/ai-crawler-wars-threaten-the-web</id>
    <updated>2025-04-08T00:00:00+00:00</updated>
    <published>2025-04-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting MIT Technology Review</name>
      <uri>https://www.technologyreview.com/2025/02/11/1111518/ai-crawler-wars-closed-web/</uri>
    </author>
    <content type="html"><![CDATA[<p>AI crawler wars threaten to make the web more closed for everyone</p>

<blockquote>
  <p>AI crawler wars threaten to make the web more closed for everyone
There’s an accelerating cat-and-mouse game between web publishers and AI crawlers, and we all stand to lose. </p>

  <p>We often take the internet for granted. It’s an ocean of information at our fingertips—and it simply works. But this system relies on swarms of “crawlers”—bots that roam the web, visit millions of websites every day, and report what they see. This is how Google powers its search engines, how Amazon sets competitive prices, and how Kayak aggregates travel listings. Beyond the world of commerce, crawlers are essential for monitoring web security, enabling accessibility tools, and preserving historical archives. Academics, journalists, and civil societies also rely on them to conduct crucial investigative research.  </p>

  <p>Crawlers are endemic. Now representing half of all internet traffic, they will soon outpace human traffic. This unseen subway of the web ferries information from site to site, day and night. And as of late, they serve one more purpose: Companies such as OpenAI use web-crawled data to train their artificial intelligence systems, like ChatGPT.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-08, with 191 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] And no, a robots txt file doesn’t help</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/and-no-a-robots-txt-file-doesn-t-help"/>
    <id>/and-no-a-robots-txt-file-doesn’t-help</id>
    <updated>2025-04-08T00:00:00+00:00</updated>
    <published>2025-04-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jeremy Keith</name>
      <uri>https://adactio.com/journal/21831</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If you think these crawlers respect robots.txt then you are several assumptions of good faith removed from reality. These bots crawl everything they can find, robots.txt be damned.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-08, with 30 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Micro-Scrum - Simplified Agile Framework Approach</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/micro-scrum"/>
    <id>/micro-scrum</id>
    <updated>2025-04-08T00:00:00+00:00</updated>
    <published>2025-04-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jens Oliver Meiert</name>
      <uri>https://meiert.com/en/blog/micro-scrum/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Imagine you worked like this:</p>

  <p>At the start of the week: Get together with the team to decide what to ship—bring live—at the end of the week. Ideally, everyone contributes, but this is intentionally not a requirement.</p>

  <p>At the end of the week: Get together and look at what was shipped. Everyone high-fives or, together, lands on one lesson to learn.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-08, with 63 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Lessons learned by Emmett Shear</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/lessons-learned-by-emmett-shear"/>
    <id>/lessons-learned-by-emmett-shear</id>
    <updated>2025-04-06T00:00:00+00:00</updated>
    <published>2025-04-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Emmett Shear</name>
      <uri>https://twitter.com/eshear/status/1402449647122018304</uri>
    </author>
    <content type="html"><![CDATA[<ul>
  <li>
    <p>In honour of the 10th anniversary of launching Twitch, I thought I’d share some of the lessons I learned along the way.</p>
  </li>
  <li>
    <p>Most of these insights are things I heard someone else say. They’re the things that I find myself telling people when they ask me for advice.</p>
  </li>
  <li>
    <p>Make something 10 people completely love, not something most people think is pretty good.</p>
  </li>
  <li>
    <p>If your product is for consumers, either it’s a daily habit, or it’s used consistently in response to an external trigger, or it’s not going to grow.</p>
  </li>
  <li>
    <p>There are only five growth strategies that exist: high-touch sales, paid advertising, intrinsic virality, intrinsic influencer incentives, and platform hacks.</p>
  </li>
  <li>
    <p>Press isn’t a growth strategy, and neither is word of mouth.</p>
  </li>
  <li>
    <p>Your product probably only fits one growth strategy.</p>
  </li>
  <li>
    <p>For internet companies, growth is more important than profit. It’s very rare for a company to achieve massive scale of use, and then die because they can’t figure out the economics. The reverse is common.</p>
  </li>
  <li>
    <p>Ignore your competitors, but don’t ignore their customers.</p>
  </li>
  <li>
    <p>If you’re a first time manager, you suck. That’s ok, everyone sucks. Apologize to your employees, get a coach or join a support group, read books, and generally treat management like a new important skill you can master.</p>
  </li>
  <li>
    <p>Every time you add a layer of hierarchy underneath you, your job as a leader changes against and gets harder. You have to keep learning and growing. Note: good reason not to hire too fast!</p>
  </li>
  <li>
    <p>You know when you need to hire: when you just can’t keep up with all the work, and desperately need someone else to take over some part of the job.</p>
  </li>
  <li>
    <p>Plans are useless, but planning is essential.</p>
  </li>
  <li>
    <p>Your time horizon for strategic planning should approximately be equal to the length of time your organization has existed so far.</p>
  </li>
  <li>
    <p>Over time, develop a huge vision that’s bigger than any specific thing you’re working on. Put it as far in the future, and make it as huge, as you have the guts to.</p>
  </li>
  <li>
    <p>You think you have a morale problem; a management problem; a recruiting problem; you don’t. You have a growth problem. Nothing succeeds like success.</p>
  </li>
  <li>
    <p>Three ways to have a startup idea: something you want, something you’ve directly experienced others needing, something you’ve invented through analytic thought. They are listed in order of increasing risk.</p>
  </li>
  <li>
    <p>Your culture is determined by what people perceive to be the behaviors you reward and punish. Note: Not what you actually reward and punish, and also not what you say you reward and punish.</p>
  </li>
  <li>
    <p>Company cultures are reflection of their founders. To change your company’s culture, seek to change how you behave. To change your company’s values, seek to change what you value.</p>
  </li>
  <li>
    <p>Letting an underperforming employee go is difficult and painful. You invested a lot in hiring them, and you want them to succeed. As a result you will almost always fire too late.</p>
  </li>
  <li>
    <p>Presume deals won’t close and manage accordingly. Not only do deals fall through as a default, if you need the deal to close it impacts negotiations and actually makes it less likely to close.</p>
  </li>
  <li>
    <p>Do the job before you hire for it. You know nothing about X, so you think you need to hire an expert in X. But you can’t tell which experts are any good until you’ve learned enough to be dangerous yourself. (Exception: co-founders)</p>
  </li>
  <li>
    <p>Don’t start a company. You aren’t cut out for it. And if I can persuade you not to start a company by saying it in this tweet, definitely don’t start a company. You’re buying the economy-sized amount of effort and pain.</p>
  </li>
  <li>
    <p>Today is the best time ever to start a company. You might fail, you might succeed, it’s a crazy ride either way, and you’ll learn and grow more than at any job.</p>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-06, with 684 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 44 engineering management lessons</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/44-engineering-management-lessons"/>
    <id>/44-engineering-management-lessons</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Slava Akhmechet</name>
      <uri>https://www.defmacro.org/2014/10/03/engman.html</uri>
    </author>
    <content type="html"><![CDATA[<p>Welcome to engineering management. It’s fun, it’s exhausting, it’s rewarding — but most importantly it’s new! What worked for you before won’t work now. You’ll have to acquire a new set of skills, and shed some bad habits in the process. Here is a short guide to get you started.</p>

<h2 id="do">Do</h2>

<ul>
  <li>Attract, nurture, coach, and retain talent. Talk to engineers to tease out concerns early, then fix them if you can.</li>
  <li>Communicate to every engineer the next most important issue for them to work on.</li>
  <li>Be the tiebreaker when the development team can’t reach consensus.</li>
  <li>Be the information hub. Know what every engineer is working on, and help connect the dots that wouldn’t otherwise get connected.</li>
  <li>Provide administrative support. Schedule issues, coordinate releases, and make sure the bureaucratic machine keeps ticking.</li>
  <li>Enforce behavioural and performance standards. Fire bullies and under-performers.</li>
</ul>

<h2 id="dont">Don’t</h2>

<ul>
  <li>Personally fix bugs and ship features. You have to write code to remain an effective tiebreaker, but that’s where your coding responsibilities end.</li>
  <li>Supervise the quality and volume of people’s work. Software engineering isn’t an assembly line. If you find yourself supervising too often, you haven’t attracted the right people or given them the right incentives.</li>
</ul>

<h2 id="motivation-and-culture">Motivation and culture</h2>

<ul>
  <li>You’re the one who makes hiring and firing decisions. Everything that happens on your team is your responsibility.</li>
  <li>Engineering is a seller’s market: people work for you because they believe in you. Access to their talent is a privilege.</li>
  <li>Authority isn’t bestowed freely. It’s earned by making good decisions over time.</li>
  <li>Don’t make decisions unless you have to. Whenever possible, allow the team to explore ideas and make decisions on its own.</li>
  <li>Do make decisions when it’s necessary. Few things are as demoralizing as a stalled team.</li>
  <li>Don’t shoot down ideas until it’s necessary. Create an environment where everyone feels safe to share and explore ideas. The folks writing the code have a lot of information you don’t. Rely on your team and you’ll make better decisions.</li>
  <li>Building intuition on how to make good decisions and cultivating a great relationship with your team will get you 95% of the way there. The plethora of conceptual frameworks for organizing engineering teams won’t make much difference. They make good managers slightly better and bad managers slightly worse.</li>
</ul>

<h2 id="emotions-and-people">Emotions and people</h2>

<ul>
  <li>Management happens to be prestigious in our culture, but it’s a skill like any other. Prestige is a distraction — it’s fickle and arbitrary. Guard against believing you’re any better than anyone else. The sooner you get over prestige, the sooner you can focus on doing your job well.</li>
  <li>Management also attracts scorn. Ignore it — the people who believe managers are useless don’t understand the dynamics of building a winning human organization.</li>
  <li>If you feel something’s wrong, you’re probably right. Don’t let anyone bully you into ignoring your feelings.</li>
  <li>If you find yourself blaming someone, you’re probably wrong. Nobody wakes up and tries to do a bad job. 95% of the time you can resolve your feelings by just talking to people.</li>
  <li>Most people won’t easily share their emotions. Have frequent informal conversations, and tease out everything that might be wrong. Then fix it if you can.</li>
  <li>Your team looks to you for leadership. Have the courage to say what everyone knows to be true but isn’t saying.</li>
  <li>You’re paid to discover and fix cultural problems your team may not be aware of. Have the courage to say what everyone should know but doesn’t.</li>
  <li>Hire great people, then trust them completely. Evaluate performance on monthly or quarterly basis, then fire if you have to. Don’t evaluate people daily, it will drive everyone (including you) insane.</li>
  <li>Most intellectual arguments have strong emotional undercurrents. You’ll be dramatically more efficient once you learn to figure out what those are.</li>
</ul>

<h2 id="tie-breaking-and-conflict">Tie-breaking and conflict</h2>

<ul>
  <li>Don’t judge too quickly; you’re right less often than you think. Even if you’re sure you’re right in any given case, wait until everyone’s opinion is heard.</li>
  <li>Once everyone is heard, summarize all points of view so clearly that people say “Thanks, I wish I’d thought of putting it that way.” List any points of agreement with each view, and state what you’ve learned from everyone. Then make your decision.</li>
  <li>Once you’ve made your decision, enforce it. Don’t let the team waste time going in circles to placate disproportionally strong voices.</li>
  <li>Reopen the discussion if there is significant new information.</li>
  <li>When disagreement gets personal or people don’t accept well-reasoned decisions, it turns into conflict.</li>
  <li>Most conflict happens because people don’t feel heard. Sit down with each person and ask them how they feel. Listen carefully. Then ask again. And again. Then summarize what they said back to them. Most of the time that will solve the problem.</li>
  <li>If the conflict persists after you’ve gone to reasonable lengths to hear everyone out and fix problems, it’s time for a difficult conversation.</li>
</ul>

<h2 id="difficult-conversations">Difficult conversations</h2>

<ul>
  <li>Have difficult conversations as soon as possible. Waiting will only make a bad situation worse.</li>
  <li>Never assume or jump to conclusions. Never demonize people in your mind. Never blame, yell or vilify.</li>
  <li>Use non-violent communication — it’s the best method I know of to critique people’s behavior without offending them. It smells like a management fad, but it really works (I promise).</li>
  <li>Have the courage to state how you feel and what you need. People are drawn to each other’s vulnerability but repelled by their own. Vulnerability isn’t weakness.</li>
  <li>Expect people to extend you the same courtesy. If someone makes you feel bad for stating your needs and feelings, it tells you more about them than about yourself.</li>
</ul>

<h2 id="rough-edge">Rough edge</h2>

<ul>
  <li>People will push and prod to discover your boundaries. Knowing when to stand back and when to stand firm is half the battle.</li>
  <li>Occasionally someone will push too far. When they do, you have to show a rough edge or you’ll lose authority with your team.</li>
  <li>A firm “I’m not ok with that” is usually enough.</li>
  <li>Don’t laugh things off if you don’t feel like laughing them off. Have the courage to show your true emotions.</li>
  <li>If you have to firmly say “I’m not ok with that” too many times to the same person, it’s your job to fire them.</li>
  <li>Unless you’re a sociopath, firing people is so hard you’ll invent excuses not to do it. If you’re consistently wondering if someone’s a good fit for too long, have the courage to do what you know is right.</li>
  <li>Don’t let people pressure you into decisions you don’t believe in. They’ll hold you responsible for them later, and they’ll be right. Decisions are your responsibility.</li>
  <li>Believe in yourself. You can’t lead a cavalry charge if you think you look funny on a horse.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 1133 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] 50 ideas that changed my life - By David Perell</title>
    <link rel="alternate" type="text/html" href="https://www.defmacro.org/2014/10/03/engman.html"/>
    <id>/50-ideas-that-changed-my-life-by-david-perell</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>These are my guiding principles and the light of my intellectual life. All of them will help you think better, and I hope they inspire curiosity.</p>

<ol>
  <li>
    <p>Inversion: Avoiding stupidity is easier than trying to be brilliant. Instead of asking, “How can I help my company?” you should ask, “What’s hurting my company the most and how can I avoid it?” Identify obvious failure points, and steer clear of them.</p>
  </li>
  <li>
    <p>Doublespeak: People often say the opposite of what they mean, especially in political language. It allows people to lie while looking like they’re telling the truth. As George Orwell famously wrote in 1984, “War is peace. Freedom is slavery. Ignorance is strength.”</p>
  </li>
  <li>
    <p>Theory of Constraints: A system is only as strong as its weakest point. Focus on the bottleneck. Counterintuitively, if you break down the entire system and optimize each component individually, you’ll lower the effectiveness of the system. Optimize the entire system instead.</p>
  </li>
  <li>
    <p>Preference Falsification: People lie about their true opinions and conform to socially acceptable preferences instead. In private they’ll say one thing. In public, they’ll say another.</p>
  </li>
  <li>
    <p>Faustian Bargain: A man once sold his soul to a demon in exchange for knowledge. At first, it seemed like a smart trade. But the man lost in the long-run. Tragically, what the man lost was more valuable than what he earned. In short, he won the battle but lost the war.</p>
  </li>
  <li>
    <p>Mimetic Theory of Desire: Humans are like sheep. We don’t know what we want, so we imitate each other. Instead of creating our own desires, we desire the same things as other people. The entire advertising industry is built on this idea.</p>
  </li>
  <li>
    <p>Mimetic Theory of Conflict: People who are similar are more likely to fight than people who are different. That’s why Civil Wars and family feuds create the worst conflicts. The closer two people are and the more equality between them, the greater the potential for conflict.</p>
  </li>
  <li>
    <p>Talent vs. Genius: Society is good at training talent but terrible at cultivating genius. Talented people are good at hitting targets others can’t hit, but geniuses find targets others can’t see. They are opposite modes of excellence. Talent is predictable, genius is unpredictable.</p>
  </li>
  <li>
    <p>Competition is for Losers: Avoid competition. Stop copying what everybody else is doing. If you work at a for-profit company, work on problems that would not otherwise be solved. If you’re at a non-profit, fix unpopular problems. Life is easier when you don’t compete. (Hint: don’t start another bottled water company).</p>
  </li>
  <li>
    <p>Secrets are Hidden in Plain Sight:  Most people think of secrets as Easter eggs. They assume that if a secret is important, it’s necessarily going to be hard to find. The best ideas can come from things that are so well-known that they aren’t well-seen.</p>
  </li>
  <li>
    <p>The Never-Ending Now: The structure of our social media feeds blinds us to history, as it causes us to live in an endless cycle of ephemeral content consumption. The structure of the Internet pulls people away from age-old wisdom.</p>
  </li>
  <li>
    <p>Demand Curves Slope Down: The harder something is to do, the fewer people will do it. For example, raise the price of a product and fewer people will buy it. Lower the price and more people will buy it. Economics 101.</p>
  </li>
  <li>
    <p>Look for Things That Don’t Make Sense: The world always makes sense. But it can be confusing. When it is, your model of the world is wrong. So, things that don’t make sense are a learning opportunity. Big opportunities won’t make sense until it’s too late to profit from them.</p>
  </li>
  <li>
    <p>The Wisdom of Paradox: Logic is the key to scientific truths, but paradoxes are the key to psychological ones. When it comes to the human condition, the deepest truths are often counter-intuitive. When you find two opposites that are both true, start exploring.</p>
  </li>
  <li>
    <p>Law of Shitty Click-Through Rates: Most marketing strategies have a short window of success, as click-through rates decrease as tactics mature. For example, the first banner-ad has a click-through rate of more than 70%. Now we avoid them with ad-blockers.</p>
  </li>
  <li>
    <p>Russell Conjugation: Journalists often change the meaning of a sentence by replacing one word with a synonym that implies a different meaning. For example, the same person can support an estate tax but oppose a death tax — even though they are the same thing.</p>
  </li>
  <li>
    <p>Opportunity Cost: By reading this tweet, you are choosing not to read something else. Everything we do is like this. Doing one thing requires giving up another. Whenever you explicitly choose to do one thing, you implicitly choose not to do another thing.</p>
  </li>
  <li>
    <p>Overton Window: You can control thought without limiting speech. You can do it by defining the limits of acceptable thought while allowing for lively debate within these barriers. For example, Fox News and MSNBC set limits on what political thoughts they consider acceptable, but in the grand scheme of things, they’re both fairly conventional. The political spectrum stretches far beyond the ideas they entertain, but ideas outside their limits are shunned.</p>
  </li>
  <li>
    <p>Planck’s Principle: Science doesn’t progress because people change their views. Rather, each new generation of scientists has different views. As old generations pass away, new ideas are accepted and the scientific consensus changes.</p>
  </li>
  <li>
    <p>Bike-Shed Effect: A group of people working on a project will fight over the most trivial ideas. They’ll ignore what’s complicated. They’ll focus too much on easy-to-understand ideas at the expense of important, but hard to talk about ideas. For example, instead of approving plans for a complicated spaceship, the team would argue over the color of the astronaut’s uniforms.</p>
  </li>
  <li>
    <p>Table Selection: This idea comes from poker, where you’re advised to choose your opponents carefully. That means you shouldn’t compete against the best people. You don’t need to get good at doing difficult things if you get good at avoiding difficult things. If you want to win, pick an easy table and nail your execution.</p>
  </li>
  <li>
    <p>Goodhart’s Law: When a measure becomes a target, it ceases to be a good measure. One hospital took too long to admit patients so a penalty was given for 4+ hour wait times. In response, ambulance drivers were asked to slow down so they could shorten wait times.</p>
  </li>
  <li>
    <p>Gall’s Law: A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over with a working simple system.</p>
  </li>
  <li>
    <p>Hock Principle: Simple, clear purpose and principles give rise to complex and intelligent behaviour. Complex rules and regulations give rise to simple and stupid behaviours.</p>
  </li>
  <li>
    <p>Parkinson’s Law: Work expands to fill the time available. People don’t want to look like they’re lazy, so they find extra tasks to tackle, even if they’re trivial. If you have six months to complete a project, it will take six months to complete. Set deadlines accordingly.</p>
  </li>
  <li>
    <p>The Second Law of Thermodynamics: The world tends towards disorder. That’s why your room becomes messier and messier over time. It’s also why an engine converts only ~35% of its energy into useful work. Time moves towards increasing one direction: increasing entropy.</p>
  </li>
  <li>
    <p>The Paradox of Specificity: Focus isn’t as constraining as it seems. In the age of the Internet, when everybody has Google search and personalized social media feeds, differentiation is free marketing. The more specific your goal, the more opportunities you’ll create for yourself. Narrowing your aperture can expand your horizons.</p>
  </li>
  <li>
    <p>Emergence: When things interact, they often birth new, unpredictable forms. Therefore, the sum total of a system is more than its competent parts. As a system evolves, its structure can transform — just like how water becomes cold water until it turns into ice.</p>
  </li>
  <li>
    <p>Occam’s Razor: If there are multiple explanations for why something happened and they are equally persuasive, assume the simplest one is true. In the search for truth, remove unnecessary assumptions. Trust the lowest-complexity answer.</p>
  </li>
  <li>
    <p>Hickam’s Dictum: The opposite of Occam’s Razor. In a complex system, problems usually have more than one cause. For example, in medicine, people can have many diseases at the same time.</p>
  </li>
  <li>
    <p>Hormesis: A low dose of something can have the opposite effect of a high dose. A little bit of stress wakes you up, but a lot of stress is bad for you. Lifting weights for 30 minutes per day is good for you, but lifting weights for 6 hours per day will destroy your muscles. Stress yourself, but not too much.</p>
  </li>
  <li>
    <p>Robustness Principle: Be conservative in what you do, be liberal in what you accept from others. It’s a design guideline for software and a good rule for life: Hold yourself to a higher standard than you hold others to.</p>
  </li>
  <li>
    <p>Legibility: We are blind to what we cannot measure. Not everything that counts can be measured, and not everything that can be measured counts. But people manage what they can measure, so society repeats the same mistakes.</p>
  </li>
  <li>
    <p>Horseshoe Theory: Extreme opposites tend to look the same. For example, a far-right movement and a far-left movement can be equally violent or desire a similar outcome. People on both sides are more similar to each other than they are to people in the center.</p>
  </li>
  <li>
    <p>Availability Cascade: A self-reinforcing cycle that creates collective beliefs. An idea will gain traction once it enters the mainstream, which triggers a chain reaction, which causes lots of people to adopt it not because it’s true but because it’s popular.</p>
  </li>
  <li>
    <p>Creativity Begins at the Edge: Change starts away from the spotlight. Then, it moves towards the center. That’s why the most interesting ideas at a conference never come from the main stage. They come from the hallways and the bar after sunset</p>
  </li>
  <li>
    <p>The Copernican Principle: The more we learn about astronomy, the less it seems that earth is special. It’s a small part of the universe, and each human is a small part of the earth. We are all spinning through the solar system — nowhere near the beginning or end of time.</p>
  </li>
  <li>
    <p>Personal Monopoly: Corporations reward conformity, but the Internet rewards people who are unique. If you work in a creative field, strive to be the only person who does what you do. Find your own style, then run with it. Create intellectual real estate for yourself.</p>
  </li>
  <li>
    <p>The Paradox of Consensus: Under ancient Jewish law, if a suspect was found guilty by every judge, they were deemed innocent. Too much agreement implied a systemic error in the judicial process. Unanimous agreement sometimes leads to bad decisions.</p>
  </li>
  <li>
    <p>Penny Problem Gap: Economists assume demand is linear, but people’s behaviour totally changes once an action costs money. If the inventors of the Internet had known about it, spam wouldn’t be such a problem. If sending an email cost you $0.001, there’d be way less spam.</p>
  </li>
  <li>
    <p>The Invisible Hand: Markets aggregate knowledge. Rising prices signal falling supply or increased demand, which incentivize an increase in production. The opposite is true for falling prices. Prices are a signal wrapped in an incentive.</p>
  </li>
  <li>
    <p>Base Rate: The average outcome for an event over time. They’re like batting averages for life, and they work best with big sample sizes. For example, if you’re starting a business, avoid the restaurant business where margins are low and competition is high.</p>
  </li>
  <li>
    <p>Circle of Competence: Define the limits of your knowledge. Hint: the limits are smaller than you think. That’s because being an expert in one area doesn’t make you an expert in anything else. Be clear about what you know and don’t know.</p>
  </li>
  <li>
    <p>Convexity: If you want to be lucky, look for opportunities with big upsides and low downsides. In addition to increased optionality, your errors will benefit you more than they harm you. Convex payoffs let you tinker your way to success and innovation.</p>
  </li>
  <li>
    <p>The Go-For-It Window: Large gaps between accelerating technologies and stagnating social norms create lucrative new business opportunities. But they are only available for a short time when people can capitalize on the difference between the real and perceived state of the world. For example, 2007 was the perfect time to launch the iPhone, but Google Glasses launched too early.</p>
  </li>
  <li>
    <p>Via Negativa: When we have a problem, our natural instinct is to add a new habit or purchase a fix. But sometimes, you can improve your life by taking things away. For example, the foods you avoid are more important than the foods you eat.</p>
  </li>
  <li>
    <p>The Medium Is the Message: We pay too much attention to what is being said. But the medium of communication is more impactful. For example, the Internet’s impact on humanity has a bigger influence than anything that’s said on the Internet.</p>
  </li>
  <li>
    <p>Resource Curse: Countries with an abundance of natural resources such as diamonds and fossil fuels tend to have less economic growth and worse development than countries with fewer natural resources.</p>
  </li>
  <li>
    <p>The Paradox of Abundance: The average quality of information is getting worse and worse. But the best stuff is getting better and better. Markets of abundance are simultaneously bad for the median consumer but good for conscious consumers.</p>
  </li>
  <li>
    <p>The Map Is Not the Territory: Reality will never match the elegance of theory. All models have inconsistencies, but some are still useful. Some maps are useful because they’re inaccurate. If you want to find an edge, look for what the map leaves out.</p>
  </li>
  <li>
    <p>Baker’s Dozen: The key to good hospitality is to delight your guests with an unexpected gift. If you run a hotel, leave a chocolate on the bed. If you run a bakery, give your customers one extra bagel. If you write a tweetstorm, share an extra idea.</p>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 2360 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] 57 startup lessons</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/57-startup-lessons"/>
    <id>/57-startup-lessons</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Slava Akhmechet</name>
      <uri>https://www.defmacro.org/2013/07/23/startup-lessons.html</uri>
    </author>
    <content type="html"><![CDATA[<p>There are already very good lists of startup lessons written by really talented, experienced people (here and here). I’d like to add another one. I learned these lessons the hard way in the past four years. If you’re starting a company, I hope you have an easier path.</p>

<h2 id="people">People</h2>

<ul>
  <li>
    <p>If you can’t get to ramen profitability with a team of 2 – 4 within six months to a year, something’s wrong. (You can choose not to be profitable, but it must be your choice, not something forced on you by the market).</p>
  </li>
  <li>
    <p>Split the stock between the founding team evenly.</p>
  </li>
  <li>
    <p>Always have a vesting schedule.</p>
  </li>
  <li>
    <p>Make most decisions by consensus, but have a single CEO whose decisions are final. Make it clear from day one.</p>
  </li>
  <li>
    <p>Your authority as CEO is earned. You start with a non-zero baseline. It grows if you have victories and dwindles if you don’t. Don’t try to use authority you didn’t earn.</p>
  </li>
  <li>
    <p>Morale is very real and self-perpetuating. If you work too long without victories, your investors, employees, family, and you yourself will lose faith. Work like hell not to get yourself into this position.</p>
  </li>
  <li>
    <p>Pick the initial team very carefully. Everyone should be pleasant to work with, have at least one skill relevant to the business they’re spectacular at, be extremely effective and pragmatic. Everyone should have product sense and a shared vision for the product and the company.</p>
  </li>
  <li>
    <p>The standard you walk past is the standard you accept. Pick a small set of non-negotiable rules that matter to you most and enforce them ruthlessly.</p>
  </li>
  <li>
    <p>Fire people that are difficult, unproductive, unreliable, have no product sense, or aren’t pragmatic. Do it quickly.</p>
  </li>
  <li>
    <p>Some friction is good. Too much friction is deadly. Fire people that cause too much friction. Good job + bad behaviour == you’re fired.</p>
  </li>
</ul>

<h2 id="fundraising">Fundraising</h2>

<ul>
  <li>
    <p>If you have to give away more than 15% of the company at any given fundraising round, your company didn’t germinate correctly. It’s salvageable but not ideal.</p>
  </li>
  <li>
    <p>If you haven’t earned people’s respect yet, fundraising on traction is an order of magnitude easier than fundraising on a story. If you have to raise on a story but don’t have the reputation, something’s wrong.</p>
  </li>
  <li>
    <p>Treat your fundraising pitch as a minimum viable product. Get it out, then iterate after every meeting.</p>
  </li>
  <li>
    <p>Most investor advice is very good for optimizing and scaling a working business. Listen to it.</p>
  </li>
  <li>
    <p>Most investor advice isn’t very good for building a magical product. Nobody can help you build a magical product — that’s your job.</p>
  </li>
  <li>
    <p>Don’t fall in love with the fundraising process. Get it done and move on.</p>
  </li>
</ul>

<h2 id="markets">Markets</h2>

<ul>
  <li>
    <p>The best products don’t get built in a vacuum. They win because they reach the top of a field over all other products designed to fill the same niche. Find your field and be the best. If there is no field, something’s wrong.</p>
  </li>
  <li>
    <p>Work on a problem that has an immediately useful solution, but has enormous potential for growth. If it doesn’t augment the human condition for a huge number of people in a meaningful way, it’s not worth doing. For example, Google touches billions of lives by filling a very concrete space in people’s daily routine. It changes the way people behave and perceive their immediate physical surroundings. Shoot for building a product of this magnitude.</p>
  </li>
  <li>
    <p>Starting with the right idea matters. Empirically, you can only pivot so far.</p>
  </li>
  <li>
    <p>Assume the market is efficient and valuable ideas will be discovered by multiple teams nearly instantaneously.</p>
  </li>
  <li>
    <p>Pick new ideas because they’ve been made possible by other social or technological change. Get on the train as early as possible, but make sure the technology is there to make the product be enough better that it matters.</p>
  </li>
  <li>
    <p>If there is an old idea that didn’t work before and there is no social or technological change that can plausibly make it work now, assume it will fail. (That’s the efficient market hypothesis again. If an idea could have been brought to fruition, it would have been. It’s only worth trying again if something changed.)</p>
  </li>
  <li>
    <p>Educating a market that doesn’t want your product is a losing battle. Stick to your ideals and vision, but respect trends. If you believe the world needs iambic pentameter poetry, sell hip hop, not sonnets.</p>
  </li>
</ul>

<h2 id="products">Products</h2>

<ul>
  <li>
    <p>Product sense is everything. Learn it as quickly as you can. Being good at engineering has nothing to do with being good at product management.</p>
  </li>
  <li>
    <p>Don’t build something that already exists. Customers won’t buy it just because it’s yours.</p>
  </li>
  <li>
    <p>Make sure you know why users will have no choice but to switch to your product, and why they won’t be able to switch back. Don’t trust yourself — test your assumptions as much as possible.</p>
  </li>
  <li>
    <p>Ask two questions for every product feature. Will people buy because of this feature? Will people not buy because of lack of this feature? No amount of the latter will make up for lack of the former. Don’t build features if the answer to both questions is “no”.</p>
  </li>
  <li>
    <p>Build a product people want to buy in spite of rough edges, not because there are no rough edges. The former is pleasant and highly paid, the latter is unpleasant and takes forever.</p>
  </li>
  <li>
    <p>Beware of chicken and egg products. Make sure your product provides immediate utility.</p>
  </li>
  <li>
    <p>Learn the difference between people who might buy your product and people who are just commenting. Pay obsessive attention to the former. Ignore the latter.</p>
  </li>
</ul>

<h2 id="marketing">Marketing</h2>

<ul>
  <li>
    <p>Product comes first. If people love your product, the tiniest announcements will get attention. If people don’t love your product, no amount of marketing effort will help.</p>
  </li>
  <li>
    <p>Try to have marketing built into the product. If possible, have the YouTube effect (your users can frequently send people a link to something interesting on your platform), and Facebook effect (if your users are on the product, their friends will need to get on the product too).</p>
  </li>
  <li>
    <p>Watch Jiro Dreams of Sushi, then do marketing that way. Pick a small set of tasks, do them consistently, and get better every day.</p>
  </li>
  <li>
    <p>Reevaluate effectiveness on a regular basis. Cut things that don’t work, double down on things that do.</p>
  </li>
  <li>
    <p>Don’t guess. Measure.</p>
  </li>
  <li>
    <p>Market to your users. Getting attention from people who won’t buy your product is a waste of time and money.</p>
  </li>
  <li>
    <p>Don’t say things if your competitors can’t say the opposite. For example, your competitors can’t say their product is slow, so saying yours is fast is sloppy marketing. On the other hand, your competitors can say their software is for Python programmers, so saying yours is for Ruby programmers is good marketing. Apple can get away with breaking this rule, you can’t.</p>
  </li>
  <li>
    <p>Don’t use supercilious tone towards your users or competitors. It won’t help sell the product and will destroy good will.</p>
  </li>
  <li>
    <p>Don’t be dismissive of criticism. Instead, use it to improve your product. Your most vocal critics will often turn into your biggest champions if you take their criticism seriously.</p>
  </li>
</ul>

<h2 id="sales">Sales</h2>

<ul>
  <li>
    <p>Sales fix everything. You can screw up everything else and get through it if your product sells well.</p>
  </li>
  <li>
    <p>Product comes first. Selling a product everyone wants is easy and rewarding. Selling a product no one wants is an unpleasant game of numbers.</p>
  </li>
  <li>
    <p>Be relentless about working the game of numbers while the product is between the two extremes above. Even if you don’t sell anything, you’ll learn invaluable lessons.</p>
  </li>
  <li>
    <p>Qualify ruthlessly. Spending time with a user who’s unlikely to buy is equivalent to doing no work at all.</p>
  </li>
  <li>
    <p>Inbound is easier than outbound. If possible, build the product in a way where customers reach out to you and ask to pay.</p>
  </li>
</ul>

<h2 id="development">Development</h2>

<ul>
  <li>
    <p>Development speed is everything.</p>
  </li>
  <li>
    <p>Minimize complexity. The simpler the product, the more likely you are to actually ship it, and the more likely you are to fix problems quickly.</p>
  </li>
  <li>
    <p>Pick implementations that give 80% of the benefit with 20% of the work.</p>
  </li>
  <li>
    <p>Use off the shelf components whenever possible.</p>
  </li>
  <li>
    <p>Use development sprints. Make sure your sprints aren’t longer than one or two weeks.</p>
  </li>
  <li>
    <p>Beware of long projects. If you can’t fit it into a sprint, don’t build it.</p>
  </li>
  <li>
    <p>Beware of long rewrites. If you can’t fit it into a sprint, don’t do it.</p>
  </li>
  <li>
    <p>If you must do something that doesn’t fit into a sprint, put as much structure and peer review around it as possible.</p>
  </li>
  <li>
    <p>Working on the wrong thing for a month is equivalent to not showing up to work for a month at all.</p>
  </li>
</ul>

<h2 id="company-administration">Company administration</h2>

<ul>
  <li>
    <p>Don’t waste time picking office buildings, accountants, bookkeepers, janitors, furniture, hosted tools, payroll companies, etc. Make sure it’s good enough and move on.</p>
  </li>
  <li>
    <p>Take the time to find a good, inexpensive lawyer. It will make a difference.</p>
  </li>
</ul>

<h2 id="personal-well-being">Personal well-being</h2>

<ul>
  <li>
    <p>Do everything you can not to attach your self esteem to your startup (you’ll fail, but try anyway). Do the best you can every day, then step back. Work in such a way that when the dust settles you can be proud of the choices you’ve made, regardless of the outcome.</p>
  </li>
  <li>
    <p>Every once in a while, get away. Go hiking, visit family in another city, go dancing, play chess, tennis, anything. It will make you more effective and make the people around you happier.</p>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 1673 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] 8 Essential Interview Questions CEOs Swear By</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/8-essential-interview-questions-ceos-swear-by"/>
    <id>/8-essential-interview-questions-ceos-swear-by</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sloan Review</name>
      <uri>https://sloanreview.mit.edu/article/eight-essential-interview-questions-ceos-swear-by/</uri>
    </author>
    <content type="html"><![CDATA[<h2 id="1-why-do-you-really-want-to-work-here-specifically">1. Why Do You Really Want to Work Here Specifically?</h2>

<ul>
  <li>1.1. What have you learned about our company beyond what you’ve read on the website?</li>
  <li>1.2. What do you think you might be able to do that’s different from what we’re already doing?</li>
  <li>1.3. Why is our company and this job the right next step in your professional and personal journey?</li>
</ul>

<h2 id="2-what-makes-you-tick">2. What Makes You Tick?</h2>

<ul>
  <li>2.1. What shapes you as a leader and colleague?</li>
  <li>2.2. What do you enjoy the most and the least in your current job?</li>
  <li>2.3. How do you define professional fulfilment?</li>
</ul>

<h2 id="3-how-is-your-accountability-and-determination">3. How Is Your Accountability and Determination?</h2>

<ul>
  <li>3.1. What’s a hard problem you’ve faced, and how did you handle it?</li>
  <li>3.2. What leadership muscles did you build or strengthen during the intense period of disruption caused by the pandemic?</li>
  <li>3.3. How have you led change in previous roles?</li>
</ul>

<h2 id="4-how-hungry-are-you-to-learn-and-build-new-skills">4. How Hungry Are You to Learn and Build New Skills?</h2>

<ul>
  <li>4.1. What idea, challenge, or question has captured your interest and is driving you to learn more about it now?</li>
  <li>4.2. If your core expertise is your “major,” what is your professional “minor”? What interests you and why?</li>
  <li>4.3. How do you want to be better at your job over the next two years? What will you do to achieve that?</li>
</ul>

<h2 id="5-are-you-a-team-player">5. Are You a Team Player?</h2>

<ul>
  <li>5.1. What is your playbook for influencing people who don’t report to you?</li>
  <li>5.2. What was the best and worst team you’ve worked on? What were the dynamics of each of them?</li>
  <li>5.3 How do you deal with difficult interpersonal issues at work?</li>
</ul>

<h2 id="6-are-you-self-aware">6. Are You Self-Aware?</h2>

<ul>
  <li>6.1. What’s the most surprising negative feedback you’ve received, and what did you do about it?</li>
  <li>6.2. What are your triggers, and how do you manage them?</li>
  <li>6.3. How do you challenge your own assumptions?</li>
</ul>

<h2 id="7-will-you-thrive-in-our-organization">7. Will You Thrive in Our Organization?</h2>

<ul>
  <li>7.1. What did you like the most and least about previous organizational cultures where you worked?</li>
  <li>7.2. How did you “merge into traffic” with a new organizational culture when you changed jobs in the past?</li>
  <li>7.3. What are the lasting fingerprints you’ve left in previous companies where you’ve worked?</li>
</ul>

<h2 id="8-how-are-your-leadership-capabilities">8. How Are Your Leadership Capabilities?</h2>

<ul>
  <li>8.1. When you start with a new team, what do you tell the people are the three most important values to you as a leader, and why those values are important to you?</li>
  <li>8.2. When you mentor and coach people, what are the most common themes that come up in those conversations?</li>
  <li>8.3. How do you ensure that your teams operate like true teams?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 454 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] 8 Essential Qualities That Define Great Leadership</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/8-essential-qualities-that-define-great-leadership"/>
    <id>/8-essential-qualities-that-define-great-leadership</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Kimberley Fries (Forbes)</name>
      <uri>https://www.forbes.com/sites/kimberlyfries/2018/02/08/8-essential-qualities-that-define-great-leadership</uri>
    </author>
    <content type="html"><![CDATA[<p>Company leaders are facing a crisis. Nearly one-third of employees don’t trust management. In addition to this, employers now have to cater to the needs of the millennial generation. On average, after graduating from college, a millennial will change jobs four times before they are 32. Most of them also don’t feel empowered on their current jobs.</p>

<p>It’s clear that many leaders are failing to foster a sense of trust and loyalty in their employees. Fortunately, that doesn’t have to be the case. Managers who show great leadership qualities can inspire their teams to accomplish amazing things, according to Daniel Wang, the creator of Loopring Protocol and founder of the Loopring Foundation. Loopring is a decentralized automated execution system that trades across the crypto-token exchanges. The platform reduces the cost of trading and shields users from counterparty risk. I’ve distilled my conversation with Wang to eight of the most essential qualities that make a great leader.</p>

<h2 id="1-sincere-enthusiasm">1. Sincere enthusiasm</h2>

<p>True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate, that’s contagious. For instance, someone who worked with Elon Musk on the early stages of his SpaceX project said that the true driver behind the success of the project was Musk’s enthusiasm for space travel.</p>

<p>Wang says being enthusiastic helps a leader identify existing key problems in his industry. “Any innovation starts from these problems and ends with products and services, with some of the key issues resolved,” he said.</p>

<h2 id="2-integrity">2. Integrity</h2>

<p>Whether it’s giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what’s right, even if that isn’t the best thing for the current project or even the bottom line.</p>

<blockquote>
  <p>“When people see evidence that leaders lack integrity, that can be nearly impossible to recover from,” Wang said. “Trust lost is difficult to get back.”</p>
</blockquote>

<h2 id="3-great-communication-skills">3. Great communication skills</h2>

<p>Leaders must motivate, instruct and discipline the people they are in charge of. They can accomplish none of these things if they aren’t very skilled communicators. Not only that, poor communication can lead to poor outcomes.</p>

<p>Leaders who fail to develop these skills are often perceived as being weak and mealy-mouthed, according to Wang. It’s also important to remember that listening is an integral part of communication.</p>

<h2 id="4-loyalty">4. Loyalty</h2>

<p>The best leaders understand that true loyalty is reciprocal. Because of this, they express that loyalty in tangible ways that benefit the member of their teams. True loyalty is ensuring that all team members have the training and resources to do their jobs. It’s standing up for team members in crisis and conflict.</p>

<blockquote>
  <p>“Great leaders see themselves as being in a position of service to their team members,” Wang said. “Employees who believe leadership is loyal to them are much more likely to show their own loyalty when it matters.”</p>
</blockquote>

<h2 id="5-decisiveness">5. Decisiveness</h2>

<p>A good leader isn’t simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don’t work out, they’ll need to hold themselves accountable first and foremost.</p>

<p>Further, bosses who aren’t decisive are often ineffective. Too much effort working on consensus building can have a negative effect. Rather than simply making a decision, many leaders allow debate to continue, and then create a piecemeal decision that satisfies no one.</p>

<h2 id="6-managerial-competence">6. Managerial competence</h2>

<p>Too many organizations try to create leaders from people who are simply good at their jobs. To be clear, those who emerge as being very good workers often have important qualities. They are the ones who have a strong understanding of the company’s products and services. They understand company goals, processes, and procedures. All of these are important.</p>

<p>On the other hand, being good at one’s job doesn’t prove that someone possesses the other competencies they need. For example, can they inspire, motivate, mentor and direct? Wang illustrates with major league baseball. While nearly all coaches have backgrounds as major league players, the most winning players aren’t necessarily the most successful coaches.</p>

<h2 id="7-empowerment">7. Empowerment</h2>

<p>A good leader has faith in their ability to train and develop the employees under them. Because of this, they have the willingness to empower those they lead to act autonomously. Wang says this comes from trusting that their team members are fully up to any challenges they face.</p>

<p>When employees are empowered, they are more likely to make decisions that are in the best interest of the company and the customer as well. This is true, even if it means allowing workers to go a bit off script.</p>

<h2 id="8-charisma">8. Charisma</h2>

<p>Simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. They show sincere care for others.</p>

<blockquote>
  <p>“People at all levels of an organization find it easy to relate to them and follow their lead,” Wang concluded.</p>
</blockquote>

<h2 id="conclusion">Conclusion</h2>

<p>Every one of these qualities is absolutely essential to great leadership. Without them, leaders cannot live up to their full potential. As a result, their employees will never perform as well as they can either. Because of this, organizations must learn the best ways to identify and also to develop these necessary traits in existing and emerging leaders.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 912 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] A Guide to the Good Life - The Ancient Art of Stoic Joy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-guide-to-the-good-life"/>
    <id>/a-guide-to-the-good-life</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting William B. Irvine</name>
      <uri>https://www.goodreads.com/book/show/5617966-a-guide-to-the-good-life</uri>
    </author>
    <content type="html"><![CDATA[<ul>
  <li><a href="#a-plan-for-a-living">A plan for a living</a></li>
  <li><a href="#the-rise-of-stoicism">The rise of Stoicism</a>
    <ul>
      <li><a href="#philosophy-takes-an-interest-in-life">Philosophy takes an interest in life</a></li>
      <li><a href="#the-first-stoics">The first stoics</a></li>
      <li><a href="#roman-stoicism">Roman Stoicism</a></li>
    </ul>
  </li>
  <li><a href="#stoic-psychological-techniques">Stoic psychological techniques</a>
    <ul>
      <li><a href="#negative-visualisation-whats-the-worst-that-can-happen">Negative visualisation. What’s the worst that can happen?</a></li>
      <li><a href="#the-dichotomy-of-control-on-becoming-invincible">The dichotomy of control. On becoming invincible</a></li>
      <li><a href="#fatalism-letting-go-of-the-past-and-the-present">Fatalism. Letting go of the past… and the present</a></li>
      <li><a href="#self-denial-on-dealing-with-the-dark-side-of-pleasure">Self-denial. On dealing with the dark side of pleasure</a></li>
      <li><a href="#meditation-watching-ourselves-practice-stoicism">Meditation. Watching ourselves practice Stoicism</a></li>
    </ul>
  </li>
  <li><a href="#stoic-advice">Stoic advice</a>
    <ul>
      <li><a href="#duty-on-loving-mankind">Duty. On loving mankind</a></li>
      <li><a href="#social-relations-on-dealing-with-other-people">Social relations. On dealing with other people</a></li>
      <li><a href="#insults-on-putting-up-with-put-downs">Insults. On putting up with put-downs</a></li>
      <li><a href="#grief-on-vanquishing-tears-with-reason">Grief. On vanquishing tears with reason</a></li>
      <li><a href="#anger-on-overcoming-anti-joy">Anger. On overcoming anti-joy</a></li>
      <li><a href="#personal-values-on-seeking-fame">Personal values. On seeking fame</a></li>
      <li><a href="#personal-values-on-luxurious-living">Personal values. On luxurious living</a></li>
      <li><a href="#exile-on-surviving-a-change-of-place">Exile. On surviving a change of place</a></li>
      <li><a href="#old-age-on-being-banished-to-a-nursing-home">Old age. On being banished to a nursing home</a></li>
      <li><a href="#dying-on-a-good-end-to-a-good-life">Dying. On a good end to a good life</a></li>
      <li><a href="#on-becoming-stoic-start-now-and-prepare-to-be-mocked">On becoming stoic. Start now and prepare to be mocked</a></li>
    </ul>
  </li>
  <li><a href="#stoicism-for-modern-lives">Stoicism for modern lives</a>
    <ul>
      <li><a href="#the-decline-of-stoicism">The decline of Stoicism</a></li>
      <li><a href="#stoicism-reconsidered">Stoicism reconsidered</a></li>
      <li><a href="#practising-stoicism">Practising Stoicism</a></li>
    </ul>
  </li>
  <li><a href="#a-stoic-reading-program">A Stoic reading program</a></li>
</ul>

<h2 id="a-plan-for-a-living">A plan for a living</h2>

<p>Our culture provides an endless stream of distractions so people won’t ever have time to think about their grand goal in living. <strong>If you lack a grand goal in living, your lack a coherent philosophy of life.</strong></p>

<p>Without one, there is a danger that you will mislive.</p>

<p>Suppose you can identify your grand goal in living. If you lack an effective strategy for attaining your goal, it is unlikely that you will attain it. Thus, the second component of a philosophy of life is a strategy for attaining your grand goal in living.</p>

<p><strong>The goal at the pinnacle of this hierarchy is the goal that we should be unwilling to sacrifice to attain other goals.</strong></p>

<p>For almost everyone, the default philosophy of life is to spend one’s day seeking an interesting mix of affluence, social status, and pleasure. What might be called <em>enlightened form of hedonism</em>.</p>

<p>Stoicism and Zen have certain things in common. Both stress the importance of contemplating the transitory nature of the world around us and the importance of mastering desire, to the extent that it is possible to do so.</p>

<p>The goal of the Stoics was not to banish <em>emotion</em> from life but to banish <em>negative</em> emotions. Stoics were courageous, temperate, reasonable, and self-disciplined. <strong>They also thought important for us to fulfil our obligations and help our fellow humans.</strong></p>

<p>We are unlikely to have a good and meaningful life unless we can overcome our insatiability. One wonderful way to tame our tendency to always want more is to persuade ourselves to want the things we already have. To wish, if only for a time, to be the person we are, living the life we happen to be living.</p>

<p>The Stoic claim that many of the things we desire, most notably, fame and fortune, are not worth pursuing. That we should turn our attention to pursuit of <strong>tranquillity</strong> and what the Stoics called <em>virtue</em>. <strong>A state marked by the absence of negative emotions such as anger, grief, anxiety, and fear, and the presence of positive emotions, in particular joy.</strong></p>

<p>We should distinguish between things we can control and things we can’t, so that we will no longer worry about the things we can’t control. Also to practice Stoic techniques to prevent people from upsetting us.</p>

<p>Finally we will become a more thoughtful observer of our own life, trying to identify the sources of distress in our life and thinking about how to avoid that distress.</p>

<p>The practice of Stoicism doesn’t require us to set aside blocks of time. It does require some periods of reflection but they can be fitted into odd moments  of the day like while being stuck in traffic, or lying in bed waiting for sleep to come.</p>

<p>On assessing the “costs” of practising Stoicism you should realise the costs associated with <em>not</em> having a philosophy of life. The danger that you will spend your days pursuing valueless things and will therefore waste your life.</p>

<h2 id="the-rise-of-stoicism">The rise of Stoicism</h2>

<h3 id="philosophy-takes-an-interest-in-life">Philosophy takes an interest in life</h3>

<p>Before Socrates, philosophers where primarily interested in explaining the world around them and the phenomena of the world, doing science. Although Socrates studied science as a young man, he focused his attention on the human condition.</p>

<p>In Greece and Rome, the rise of democracy meant that those who were able to persuade others were most likely to have successful careers in politics or law. Parents sought teachers who could develop their child’s persuasive ability.</p>

<p>Parents might have sought the services of sophists, whose goal was to teach pupils to win arguments.</p>

<p>Alternatively, parents might have sought the services of a philosopher. Philosophers taught persuasive techniques, but unlike sophists, they eschewed appeals to emotion. Besides teaching their pupils how to persuade, they should teach them how to live well.</p>

<p>Philosophers acted as live-in tutors. Parents who would not afford a private tutor would have sent their sons to a school of philosophy.</p>

<p><strong>Most religions, after telling followers what they must do to be morally upstanding and get into heaven, leave to people to determine what things in life are and aren’t worth pursuing.</strong></p>

<p><strong>This is why the followers of the various religions, despite the differences in their beliefs, end up with the same impromptu philosophy of life, namely, a form of enlightened hedonism.</strong> Similar jobs, similar career ambitions, same degree of whatever consumer products are currently in vogue.</p>

<p>Early Stoics were interested not only in philosophy of life, but in physics and logic as well, they though these areas of study were inherently entwined.</p>

<p>There were other schools like the Cereniacs, that thought the grand goal in living was the experience of pleasure and therefore advocated taking advantage of every opportunity to experience it. Or the Cynics, who advocated for an ascetic lifestyle: If you want  good life, you must learn to want next to nothing. Stoics fell somewhere in between. <strong>People should enjoy the good things life has to offer, including friendship and wealth, but ony if they did not cling to these good things.</strong></p>

<h3 id="the-first-stoics">The first stoics</h3>

<p>Zeno of Citium (333-261 BC) was the first Stoic. Zeno’s father was a merchant of purple dye. As a result of shipwreck, Zeno found himself in Athens and took advantages of the philosophical resources of the city. Became the pupil of Crates the Cynic.</p>

<p>The Cynics had little interest in philosophical theorising. They advocated for a rather extreme philosophical lifestyle. The ancient equivalent of what we today call the homeless.</p>

<p>Zeno decided that he was more interested in theory than Crates was. Combining lifestyle with theory, the way Socrates had done.</p>

<p>He went off to study with Stilpo, of the Megarian school. He also studied Polemo at the Academy and around 300 BC, he started his own school of philosophy. He had a mixed lifestyle advice of Crates with theoretical philosophy of Polemo. He incorporated the Megarian school’s interest in logic and paradoxes.</p>

<p>His followers were called Zenonians, but because he was in the habit of giving his lectures in the Stoa Pikile, the became know as the Stoics.</p>

<p>One thing that made Stoicism attractive was its abandonment of Cynic asceticism: The Stoics favoured a lifestyle that, although simple, allowed creature comforts.</p>

<p>Those who studied Stoicism started with logic, moved onto physics, and ended up with ethics. <strong>Their interest in logic was a consequence of their belief that man’s distinguishing feature is his rationality. Logic, after all, is the study of proper use of reasoning</strong></p>

<p>Students would sharpen their skills of persuasion by learning logic.</p>

<p>Students doubtless appreciated explanations of the would around them and that’s why the studied physics too.</p>

<p>Stoic ethics in contrast, is what is called eudaemonistic ethics. <strong>It is concerned not with moral right and wrong but with having a “good spirit”, that is, with living a good, happy life.</strong></p>

<p><strong>Many readers will equate having a good life with making a good living, like having a high-paying job. Stoics tho, thought it possible for someone to have a bad life, despite making a very good living.</strong></p>

<p>Stoics would seek “virtue” in order to have a good life. But in modern days, “virtue” invites misunderstanding. What Stoics referred with “virtue” meant their excellence as human beings. <strong>To live as we were designed to live, in accordance with nature. Were were designed to be reasonable.</strong></p>

<p>Since nature intended to us to be social creatures, we have duties to our fellow men.</p>

<p>The primary ethical goal of the Greek Stoics was the attainment of virtue. The Roman Stoics retained this goal, advancing a second goal: the attainment of tranquillity. <strong>Stoic tranquillity was a psychological state marked by the absence of negative emotions, such as grief, anger, and anxiety, and the presence of positive emotions, such as joy.</strong></p>

<p>For Roman Stoics, the goals of attaining tranquillity and attaining virtue were connected, as serenity is the result at which virtue aims.</p>

<p>Attainment of tranquillity will help us pursue virtue. Someone who is distracted by negative emotions such as anger or grief, might find it difficult to do what his reason tells him to do. The pursuit of virtue results in a degree of tranquillity, which in turn makes it easier for us to pursue virtue.</p>

<p>Roman Stoics has less confidence than the Greeks in the power of pure reason to motivate people. They concluded that by sugar-coating virtue with tranquillity, they would make Stoic doctrines more attractive to ordinary Romans. There is also a possibility that by accentuating tranquillity in their philosophy, might have been trying to attract students away from the Epicureans. People don’t need to be convinced of the value of tranquillity.</p>

<h3 id="roman-stoicism">Roman Stoicism</h3>

<p>Seneca, Musonius Rufus, Epictetus, and Marcus Aurelius were all Roman Stoics. Seneca was the best writer. Musonius offered advice on how practising Stoics should eat, wear, behave toward their parents or even how to have sex. Epictetus specialty was analysis, and explained why practising Stoicism can bring us tranquillity. Marcus’s <em>Meditations</em> searches Stoic solutions to problems of daily life.</p>

<p>Epictetus told his students that a Stoic school should be like a physician’s consulting room and that patients should leave feeling bad rather than feeling good. He invited his audience to examine themselves.</p>

<p>Marcus observed, in his <em>Meditations</em>, that “the art of living is more like wrestling than dancing”.</p>

<p>The unpopularity of Stoicism among modern individuals could be cause of these same individuals rarely see the need to adopt a philosophy of life. <strong>They tend to spend their days working hard to be able to afford the latest consumer gadget, in the resolute belief that if only they buy enough stuff, they will have a life that is both meaningful and maximally fulfilling.</strong></p>

<h2 id="stoic-psychological-techniques">Stoic psychological techniques</h2>

<h3 id="negative-visualisation-whats-the-worst-that-can-happen">Negative visualisation. What’s the worst that can happen?</h3>

<p>By asking us this question we may prevent things from happening.</p>

<p>If we think about these things, we will lessen their impact on us when, despite our efforts, they happen. <strong>Misfortune weighs most on those who “expect nothing but good fortune”.</strong></p>

<p>If we go around assuming that we will always be able to enjoy the things we value, we will likely find ourselves subject to considerable distress when the things we value are taken from us.</p>

<p><strong>We humans are unhappy in large part because we are insatiable; after working hard to get what we want, we routinely lose interest in the object of our desire. This is called <em>hedonic adaptation</em>.</strong></p>

<p><em>Hedonic adaptation</em> happens with consumer purchases or even our relationships. Once people fulfil a desire for something, they adapt to its presence in their life and as a result stop desiring it.</p>

<p>One key to happiness, is to forestall the adaptation process: We need to take steps to prevent ourselves form taking for granted. We need a technique for creating in ourselves a desire for the things we already have, to learn how to want those things.</p>

<p>Stoics recommend that we spend time imagining that we have lost the things we value, <em>negative visualisation</em>. <strong>To periodically stop to reflect on the possibility that this enjoyment will come to an end. If nothing else, our own death will end it.</strong></p>

<p>Besides contemplating the death of relatives, the Stoics think we should spend time contemplating the loss of friends, to death, perhaps, or to falling-out.</p>

<p>Among the deaths, we should contemplate our own, to live each day as if it were the last. Periodically reflecting on the fact that we will not live forever. Instead of converting us into hedonists, will make us appreciate how wonderful it is that we are alive and have the opportunity to fill this day with activity.</p>

<p>The Stoics goal is not to change our activities but to change our state of mind as we carry out those activities. <strong>As we think about and plan for tomorrow, to remember to appreciate today.</strong></p>

<p>Doing so can dramatically enhance our enjoyment of life.</p>

<p>We should also contemplate the loss of our possessions. <strong>Spend time thinking of all the things we have and reflecting on how much we would miss them if they were not ours.</strong></p>

<p>Stoics are by no means in favour of keeping people in state of subjugation. They would work to improve their external circumstances, but suggest things they could do to alleviate their misery until those circumstances are improved.</p>

<p>The regular practice of negative visualisation has the effect of becoming full-blown optimists.</p>

<p>We often see an optimist as somebody that sees the glass half full rather than half empty. A Stoic would not only appreciate that the glass is half full, but also express delight on having a glass at all. Things would not have to stop there, a Stoic could even appreciate how great glass vessels are, they are cheap, durable, and impart no taste. What a miracle!</p>

<p>Hedonic adaptation has the power to extinguish our enjoyment of the world. To take things for granted rather than delighting in them.</p>

<p>There are people who seem proud of their inability to take delight in the world around them. They’ve got the idea that by refusing to take delight in the world, they are demonstrating their emotional maturity. <strong>It’s foolish to spend your life in a state of dissatisfaction when satisfaction lies within your grasp, if only you will change your mental outlook.</strong></p>

<p>We can practice negative visualisation by paying attention to the bad things that happen to other people. We can imagine that the bad things that happen to us happened instead to others (<em>projective visualisation</em>). Imagine someone breaks one of our cups, instead of getting angry, imagine how would you react if the cup wasn’t yours and you wanted to calm down the host.</p>

<p>It is a mistake to think Stoics will spend <em>all</em> their time contemplating catastrophes. It is instead something they do periodically: A few times each day or a few times each week a Stoic will pause enjoyment of life to think about how all this, all these things that enjoy, could be taken away.</p>

<p>Furthermore, <strong>there is a difference between <em>contemplating</em> something bad happening and <em>worrying about</em> it. Contemplation is an intellectual exercise that we can conduct without affecting our emotions.</strong></p>

<p>Periodic episodes of grief are part of the human condition.</p>

<p>At the same time as the practice of negative visualisation is helping us appreciate the world, it is preparing us for changes in that world.</p>

<p>Enjoy what we have without clinging to it. By practicing negative visualisation, we cannot only increase our chances of experiencing joy but increase the chance that the joy we experience will be durable, that will survive changes in our circumstances.</p>

<p>We need to keep firmly in mind that everything we value and the people we love will someday be lost to us.</p>

<p>If we think about things that happen for the last time, knowing that things cannot be repeated, they will likely become extraordinary events.</p>

<p><strong>By contemplating the impermanence of everything in the world, we are forced to recognise that every time we do something could be the last time we do it, and this recognition can invest the things we do with a significance and intensity that would otherwise be absent.</strong></p>

<h3 id="the-dichotomy-of-control-on-becoming-invincible">The dichotomy of control. On becoming invincible</h3>

<p><strong>Give up the rewards the external world has to offer in order to gain “tranquillity, freedom and calm”.</strong></p>

<p>Almost every philosopher and religious thinker agree that if what you seek is contentment, <strong>it is better an easier to change yourself and what you want that it is to change the world around you.</strong></p>

<p>If you refuse to enter contests that you are capable of losing, you will never lose a contest.</p>

<p>Wanting things that are not up to us will disrupt our tranquillity. <strong>If we don’t get what we want, we will upset, and if we do get what we want, we will experience anxiety in the process of getting it.</strong></p>

<p>Consider winning a tennis match. No matter how much you practice and how much hard you try, you might nevertheless lose a match. You have <em>some</em> control, but not <em>complete</em> control.</p>

<p>Epictetus’s dichotomy of control as a trichotomy: There are things over which we have complete control, things over which we have no control at all, and things over which we have some but no complete control.</p>

<p>Epictetus claims that we have complete control over our opinions, impulses, desires, and aversions. However, he may be wrong, we may have no control over a spontaneous desire, but we have control on how do we decide to act. These things belong to things over which we have <em>some</em> but not complete control.</p>

<p><strong>We have complete control over the goals we set for ourselves.</strong> Obviously we don’t have complete control over whether we achieve any of them.</p>

<p>We have complete control over our core values.</p>

<p>We also have complete control over our opinions, as our opinions are “up to us”.</p>

<p>The reward for choosing our goals and values properly can be enormous. We have it in our power to assign value to things, we have it in our power to live a good life.</p>

<p>We have complete control over our character. We are the only ones who can stop ourselves from attaining goodness and integrity. There is nothing stopping us cultivating sincerity, dignity, industriousness, and sobriety; nor is anything to stop us from takings steps to curb our arrogance, stop lusting after popularity, and to control our temper, to stop grumbling and to be considerate and frank.</p>

<p>On the things we have no control at all, it would be foolish to spend time and energy concerning ourselves with such things.</p>

<p>Along these lines, people might conclude that Stoics will be passive, withdrawn under-achievers; depressed individuals who might not even be able to rouse themselves from bed in the morning. This is a misinterpretation of Stoic principles, more to follow.</p>

<p>The things over which we have complete control are the goals we set for ourselves. Be careful to set <em>internal</em> rather than <em>external</em> goals. <strong>A goal for playing tennis won’t be winning a match (external), but to play to the best of our ability in the match (internal)</strong>. Since our goal wasn’t winning the match, we will not have failed as long as we played our best.</p>

<p>Playing to our best of our ability in a tennis match, and winning a tennis match are causally connected. The Stoics realised that our internal goals will affect our external performance. With the goal of winning, we arguably don’t increase our chances of winning.</p>

<h4 id="epictetuss-advice">Epictetus’s advice</h4>

<p>We should concern ourselves with the things over we have <strong>complete control</strong>. For example, the goals we set for ourselves and the values we form.</p>

<p>We should not concern ourselves with the things over which we have <strong>no control at all</strong>. For example, whether the sun will rise tomorrow</p>

<p>We should concern ourselves with the things which we have <strong>some but not complete control</strong>, but we should be careful to internalise the goals we form with respect to them. For example, whether we win while playing tennis.</p>

<hr />

<p>It might be possible for someone, by spending enough time practicing goal internalisation, to develop the ability not to look beyond their internalised goals. Even if the internalisation process is a mind game, it is a useful mind game.</p>

<p>Now that we understand the technique of internalising our goals, we can explain what seems a paradoxical behaviour for Stoics. Although Stoics value tranquillity, they feel duty-bound to be active participants in the society in which they live. But such participation clearly puts their tranquillity in jeopardy.</p>

<p>Stoics goal was not to change the world, but to do their best to bring about certain changes. Even if their efforts proved to be ineffectual, they could nevertheless rest easy knowing that they had accomplished their goal: That had done what they could do.</p>

<h3 id="fatalism-letting-go-of-the-past-and-the-present">Fatalism. Letting go of the past… and the present</h3>

<p>One way to preserve our tranquillity, is to take a fatalistic attitude toward the things that happen to us. According to Epictetus, <strong>we should keep firmly in mind that we are merely actors in a play written by someone else, the Fates.</strong> Regardless of the role we are assigned, we must play it to the best of our ability. <strong>Rather than wanting events to conform to our desires, make our desires conform to events.</strong></p>

<p>To do otherwise is to rebel against nature, and such rebellions are counter-productive, if what we seek is a good life. We must learn to adapt ourselves to the environment into which fate has placed us and do our best to love the people with whom fate has surrounded us. We must learn to welcome whatever falls to our lot and persuade ourselves that whatever happens to us is for the best.</p>

<p><strong>The ancients were not fatalistic about the future. Stoics did not sit around apathetically, resigned to whatever the future held in store;</strong> to the contrary, they spent their days working to affect the outcome of future events.</p>

<p>We need to distinguish between fatalism with respect of the future and fatalism with respect to the past.</p>

<p>Stoics advice us to be fatalistic with respect to the past, <strong>to keep firmly in mind that the past cannot be changed</strong>.</p>

<p>Stoics also advocate fatalism with respect to the present. We cannot, through our actions, affect the present, if by <em>the present</em> we mean <em>this very moment</em>. As soon as I act to affect what is happening right now, that moment in time will have slipped into the past and therefore cannot be affected.</p>

<p>Stoics were advising us to be fatalistic, not with respect to the future but with respect to the past and present. Making us learn to be happy with whatever we’ve got.</p>

<p><strong>We can either spend this moment wishing it could be different, or we can embrace this moment</strong>. With the former, we will spend much of our life in a state of dissatisfaction; if we habitually do the latter, we will enjoy life.</p>

<p>We cannot concern ourselves with things over which we have no control. We have no control over the past; nor we have any control over the present. Therefore, we are wasting our time if we worry about pas or present events.</p>

<p>We can engage in negative visualisation to reverse it’s effect: <strong>Instead of thinking about how our situation could be worse, <em>we refuse to think about how it could be better</em>.</strong> It will make our current situation, whatever it may be, more tolerable.</p>

<p>People may worry that the practice of Stoicism will lead to complacency, to be terribly unambitious. But this was not the case for Seneca, Musonious Rufus, Epictetus or Marcus Aurelius that ended up ruling the Roman Empire. They would have been satisfied with next to nothing, but they strove for something nevertheless.</p>

<p>Stoic philosophy, <strong>while teaching us to be satisfied with whatever we’ve got, also counsels to seek certain things in life, like striving ot become better people (virtuous) or to do our social duty</strong>.</p>

<p>Stoics won’t seek fame and fortune, they thought they had no real value and consequently thought it foolish to pursue them.</p>

<p>It’s interesting how Stoics like Seneca and Marcus were wealthy and famous, and Musonious and Epictetus renown because of their philosophic schools. People who thought not seeking success, nevertheless gained it.</p>

<h3 id="self-denial-on-dealing-with-the-dark-side-of-pleasure">Self-denial. On dealing with the dark side of pleasure</h3>

<p><strong>Seneca recommends that besides <em>contemplating</em> bad things happening, we should sometimes <em>live as if</em> they had happened</strong>. Like instead of merely thinking about what it would be like to lose our wealth, we should periodically “practice poverty”.</p>

<p>Stoics didn’t inflict this discomforts to punish themselves; rather. they did to increase their enjoyment of life. They <em>welcomed</em> a voluntarily degree of discomfort in their life.</p>

<p><strong>This also helps us harden ourselves against misfortunes that might befall us in the future, like a vaccine.</strong></p>

<p>A person who periodically experiences minor discomforts will grow confident that he can withstand major discomforts as well, so the prospect of experiencing such discomforts at some future will not, at present, be a source of anxiety for him.</p>

<p>This technique helps us appreciate what we already have. Someone who tries to avoid all discomforts is less likely to be comfortable than someone who periodically embraces discomfort.</p>

<p>Besides periodically engage ourselves in acts of voluntarily discomfort, <strong>we should periodically forgo opportunities to experience pleasure.</strong> Seneca warns us that intense pleasure, when captured by us, become our captors.</p>

<p>Stoics reveal their Cynic bloodlines. Diogenes de Cynic argues that the most important battle any person has to fight is the battle against pleasure.</p>

<p>There are some pleasures, from which we should always abstain. <strong>In particular the ones that can capture us in a single encounter, like drugs.</strong></p>

<p>Stoics do also recommend sometimes to abstain from other, relatively harmless pleasures like a couple of wine in order to learn self-control.</p>

<p><strong>If we cannot resist pleasures, we will end up playing, Marcus says, the role of the slave.</strong></p>

<p>Stoics see nothing wrong with enjoying the pleasures to be derived form friendship, family life, a meal, or even wealth, but they counsel us to be circumspect in our enjoyment of these things. There is a danger we cling to things we enjoy, we should follow Epictetus’s advice and be on guard.</p>

<p>Self-denial technique is doubtless the hardest to practice. It won’t be fun saying no to things we enjoy.</p>

<p>Stoics can transform themselves into individuals remarkable for their courage and self-control. It might not be obvious, but abstaining from pleasure can itself be pleasant, we can praise ourselves for doing so.</p>

<h3 id="meditation-watching-ourselves-practice-stoicism">Meditation. Watching ourselves practice Stoicism</h3>

<p><strong>Periodically meditate on the events of daily living, how we responded to these events, and how, in accordance with Stoic principles, we should have responded them.</strong></p>

<p>Did someone disrupt my tranquillity? Did we experience anger? Envy? Lust? Why did the day’s event upset myself? Is there something I could have done to avoid getting upset?</p>

<p>Epictetus suggests that as we go about our daily business, we should simultaneously play the roles of participant and spectator. Marcus advises us to examine each thing we do, determine our motives for doing it, and consider the value of whatever it was we were trying to accomplish. We should continually ask whether we are being governed by our reason or by something else. We should likewise be careful observers of the actions of other people. We can learn, after all, from their mistakes and their successes.</p>

<p>Judge our progress as Stoics. We will notice that our relations with other people have changed. Our feelings aren’t hurt when others tell us that we know nothing. <strong>We will shrug off their insults and slights. We will also shrug of any praise they might direct our way.</strong> Epictetus thinks the admiration of other people is negative barometer of our progress as Stoics.</p>

<p>We will stop blaming, censuring, and praising others; stop boasting about ourselves and how much we know; we will blame ourselves, not external circumstances, when our desires are thwarted. We will find that we have fewer desires than we did before.</p>

<p>Zeno suggested we will stop having dreams in which we take pleasure in disgraceful things.</p>

<p>Our philosophy will consist on actions rather than words. What matters is our ability to live in accordance with Stoic principles.</p>

<p>The most important sign is a change in our emotional life. We will have fewer negative emotions, less time wishing things could be different and more time enjoying things as they are. We will have a degree of tranquillity that our life previously lacked. We will discover also little outburst of joy: <strong>We will, out of the blue, feeling delighted to be the person we are, living the life we are living, in the universe we happen to inhabit.</strong></p>

<p>Seneca takes his progress to be adequate as long as “every day I reduce the number of my vices, and blame my mistakes”.</p>

<h2 id="stoic-advice">Stoic advice</h2>

<h3 id="duty-on-loving-mankind">Duty. On loving mankind</h3>

<p>Stoics counsel us not to seek fame and fortune, since doing so will likely disrupt our tranquillity.</p>

<p>We will find that other people are the source of some of the greatest delights life has to offer, including love and friendship. But we will also discover that they are the cause of the most of negative emotions we experience.</p>

<p>Even wen other people don’t do anything to us, they can disrupt our tranquillity.</p>

<p>Stoics thought that <strong>man is by nature a social animal and therefore that we have a duty to form and maintain relationships with other people, despite the trouble they might cause us.</strong></p>

<p>Our primary function is to be rational. To discover our secondary functions, we need to apply our reasoning ability. <strong>We were designed to live among other people and interact with them in a manner that is mutually advantageous. “Fellowship is the purpose behind our creation”.</strong> A person who performs well the function of man will be both rational and social.</p>

<p>Marcus goal was “the service and harmony of all”, more precisely “to be bound to do good to fellow-creatures and bear with them”.</p>

<p><strong>We cannot simply avoid dealing with annoying people, even though doing so would make our own life easier. We should confront them and work for the common welfare.</strong></p>

<p>What motivate most of us to do our duty is the fear that we will be punished if we don’t. <strong>What motivated Marcus tho, was not fear of punishment but the prospect of reward, something far better than thanks, admiration, or sympathy: experience tranquillity and have all things to our liking, a good life</strong></p>

<p>Throughout the millennia and across cultures, those who have thought carefully about desire have drawn the conclusion that spending our days working to get whatever it is we find ourselves wanting is unlikely to bring us either happiness or tranquillity.</p>

<h3 id="social-relations-on-dealing-with-other-people">Social relations. On dealing with other people</h3>

<p>Stoics are faced with a dilemma, associate with other people at the risk of having their tranquillity disturbed by them; or avoid people failing to do their social duty to maintain relationships.</p>

<p>There will be time when we must associate with annoying, misguided, or malicious people in order to work for common interests. We can, however, be selective about whom we befriend.</p>

<p><strong>We should seek as friend, people who share our (proper Stoic) values and in particular, people who are doing a greater job than we are of living in accordance with these values.</strong></p>

<p>Vices, Seneca warns, are contagious. <strong>Avoid people who are simply whiny, people who find pleasure in every opportunity for complaint, it foes our tranquillity.</strong></p>

<p>We should be selective too about which social functions we attend, Epictetus advises us to avoid banquets given by non-philosophers.</p>

<p><strong>People tend to talk about things like gladiators, horse races, athletes, eating and drinking, and most of all, about other people. Epictetus advises us to be silent or to have few words, or to divert the talk to something appropriate.</strong></p>

<p>When interacting with annoying people, we should keep in mind that there are people who also find <em>us</em> to be annoying. Be more empathetic to individuals faults and therefore become more tolerant with them. <strong>By letting ourselves become annoyed, we only make things worse.</strong></p>

<p>Lessen the negative impact other people have on our life by controlling our thoughts about them. <strong>Do not think about what other people are thinking except when we must do so in order to serve public interest.</strong></p>

<p>People do not choose to have the faults they do, it is therefore inevitable that some people will be annoying.</p>

<p>Marcus, advocates for <em>social fatalism</em>, that we should operate on the assumption that they are fated to behave in a certain way. It is pointless to wish they could be less annoying. “This mortal life endures but a moment” to be concerned with such things.</p>

<p>Some of our most important relationships are with members of the opposite sex. Musonious says that will not have sex outside of marriage and within marriage will have it only for the purpose of having children; to have sex in other circumstances suggests lack of self-control.</p>

<p>Marcus offers us a technique for discovering the true value of things: Analyse them into the elements that compose it. <strong>We would be foolish to place a high value on sexual relations and more foolish still to disrupt our life in order to experience such relations.</strong></p>

<p>Musonious claims that few people are happier than a person who has both a loving spouse and devoted children.</p>

<h3 id="insults-on-putting-up-with-put-downs">Insults. On putting up with put-downs</h3>

<p>Insults not only about verbal abuse, but also “insults by omission” or physical insults like a slap. <strong>People tend to be exquisitely sensitive to insults.</strong></p>

<p>When insulting people typically become angry. There are strategies to prevent insults from angering us. <strong>Pause, when insulted, to consider whether what the insulter said is true. If it is, there is little reason to be upset.</strong></p>

<p>Pause to consider how well-informed the insulter is. He might just simply be reporting how things seem to him, if incorrect, we should calmly set him straight.</p>

<p>Consider the source of an insult. If we respect the source, if we value his opinions, then his critical remarks shouldn’t upset me.</p>

<p>If we don’t respect the source of an insult, rather than feeling hurt by his insults, I should feel relieved: If <em>he</em> disapproves of what I am doing, then what I am doing is doubtless the right thing to do. The most appropriate comment would be “I’m relieved you feel that way”.</p>

<p>Those people who insult, have deeply flawed characters. Rather than deserving our anger, deserve our pity.</p>

<p>Wile progressing in Stoicism we will become increasingly indifferent to other people’s opinions of us. We will feel no sting when they insult us, like the barking of a dog.</p>

<p>We ourselves are the source of any sting that accompanies the insult. <strong>If we can convince ourselves that a person has done no harm by insulting us, his insults will carry no sting.</strong></p>

<p><strong>Our values are things over which we have complete control. If something external harms us, is our own fault: We should have adopted different values.</strong></p>

<p><strong>A wonderful way to respond to an insult is with humour.</strong> Self-deprecating humour can be particularly effective. By laughing off an insult, we are implying that we don’ take the insulter and his insults seriously. Insult the insulter without directly doing so is far more effective than a counter-insult would be.</p>

<p>The problem with answering with humour is that requires both wit and presence of mind, so <strong>a second way to respond to insults is with no response at all</strong>. The advantage is that it requires no thought on our part.</p>

<p>A non-response can be quite disconcerting to the insulter, we are robbing him of the pleasure of having upset us, and he is likely to be upset as a result. We simply don’t have time for the childish behaviour of this person.</p>

<p>There are times when it is appropriate for us to respond vigorously to an insult. Some insulters might be encouraged by our jokes or silence and might start with an endless stream of insults.</p>

<p>In some cases, we want to admonish or punish the person who childishly insults us. If a student insults her teacher in front of the class, the teacher would be unwise to ignore the insult.</p>

<p>You would punish the insulter not because he has wronged her, but to correct his improper behaviour.</p>

<p>Political correctness movement has some untoward side effects. By protecting disadvantaged individuals from insults will tend to make them hypersensitive to insults. They will come to believe that they are powerless to deal with insults on their own.</p>

<p>The best way to deal with insults directed at the disadvantaged, Epictetus (born lame and slave) would argue, is to teach members of disadvantaged groups techniques of insult self-defence.</p>

<h3 id="grief-on-vanquishing-tears-with-reason">Grief. On vanquishing tears with reason</h3>

<p>The belief that Stoics never grieve, is mistaken. Grief emotions are an emotional reflex. But there are some strategies by which we can prevent ourselves from experiencing excessive grief.</p>

<p>The primary grief-prevention strategy is to engage with negative visualisation. <strong>By contemplating the deaths of those we love we will remove some of the shock we experience if they die. Rather than mourning the end of their lives, we should be thankful that we they lived at all.</strong></p>

<p>This may be called <strong><em>retrospective</em> negative visualisation</strong>. We imagine never having had something that we have lost. <strong>We replace our feelings of regret, with feelings of thanks.</strong></p>

<p>Epictetus advises us to take care not to “catch” the grief of others. We should display sings of grief without allowing ourselves to experience grief.</p>

<p>Grief is a negative emotion and therefore one that we should, to the extent possible, avoid experiencing. Our goal should be to help people overcome grief. “Catching” other’s grief won’t help anybody but will hurt us.</p>

<h3 id="anger-on-overcoming-anti-joy">Anger. On overcoming anti-joy</h3>

<p>If we let it, it can destroy our tranquillity. Anger, says Seneca is “brief insanity”. <strong>We live in a world in which there is so much to be angry about, that unless we can learn to control our anger, we will perpetually angry. A waste of precious time.</strong></p>

<p>Some people claim that anger can help us to be motivated. Seneca rejects this claim, after we turn it on we will be unable to turn it off. Whatever good it initially does, it will offset the harm it subsequently does.</p>

<p>Shouldn’t somebody that sees his father killed and mother raped feel angry? Not at all, but most probably he will probably do a better job of punishing and protecting if he can avoid getting angry. We are punishing people not as retribution, but for their own good, to deter them from doing again.</p>

<p>There are individuals that are incapable of changing their behaviour, then it does not make sense to become actually angry. Although Seneca rejects the idea of allowing ourselves to become angry and disrupt our tranquillity, he is open to the idea of pretending to be angry to motivate others (<em>feign</em> anger).</p>

<p><strong>To prevent anger we should fight our tendency to believe the worst about others and our tendency to jump to conclusions about their motivations.</strong></p>

<p>If we are overly sensitive, we will be quick to anger. <strong>Seneca advises us to never get too comfortable. That the reason for things to be seen as unbearable is not because they are hard but because we are soft.</strong> If we harden ourselves in this manner, we are much less likely to be disrupted.</p>

<p>Humour can be used to prevent ourselves from becoming angry. Think of the bad things that happen to us as being funny rather than outrageous.</p>

<p>Contemplate the impermanence of the world around us. Many of the things we think are important in fact aren’t. <strong>When we feel ourselves getting angry about something, we should pause to consider its cosmic (in)significance.</strong></p>

<p>When angry, we should force ourselves to relax our face, soften our voice, and slow our pace of walking. Our internal state will soon come to resemble our external state. Buddhists when experiencing anger, force themselves to think about love. Two opposite thoughts cannot exist in one mind at the same time.</p>

<p><strong>If we find ourselves battering whoever angered us, we should apologise</strong>. This can almost instantly repair the social damage and can prevent us from subsequently obsessing over the thing that made us angry, we do also lessen the chance that we will make mistakes again in the future.</p>

<h3 id="personal-values-on-seeking-fame">Personal values. On seeking fame</h3>

<p>Fame comes at a price, you’d be much better off if you’d be indifferent to social status.</p>

<p>Stoics value their freedom, they are reluctant to do anything that wil give others power over them. If we seek social status, we give other people power over us. <strong>Since we make it our goal to please others, we will no longer be free to please ourselves. We will have enslaved ourselves.</strong></p>

<p>To retain freedom while dealing with other people we should remain indifferent to what they think of us. <strong>We should be as dismissive of their approval as we are of their disapproval.</strong> When others praise us, the proper response is to laugh at them says Epictetus.</p>

<p>Marcus claims that seeking immortal fame is an “empty, hollow thing”. Since we are dead, we will not be able to enjoy our fame. It would be foolish to think that future generations will praise us, when we find it so difficult to praise our contemporaries. We should concern ourselves with our present situation.</p>

<p>In order to win the admiration of people, we will have to avoid their values. <strong>We should stop to ask whether their notion of success is compatible with ours, if they are gaining the tranquillity we seek.</strong></p>

<p>Another way to overcome our obsession with winning the admiration of other people is to <strong>go out of our way to do things likely to trigger their disdain</strong>. Cato made a point of ignoring the dictates of fashion. To trigger the disdain of other people simply so you could practice ignoring their disdain.</p>

<p>Fear of failure significantly constraints our freedom, so we even avoid attempting something to avoid the risk of public humiliation.</p>

<p>Many people will want you to fail in your undertakings, as your success makes them look bad and uncomfortable. If you can succeed, why can’t they?</p>

<p><strong>Work on becoming indifferent to that others think about you.</strong></p>

<p>Ironically by refusing to seek the admiration of other people you may actually succeed in gaining admiration. For many people indifference ot public opinion is a sign of self-confidence.</p>

<h3 id="personal-values-on-luxurious-living">Personal values. On luxurious living</h3>

<p>People typically value wealth. The material goods our wealth can buy us will win the admiration of other people and thereby confer us a degree of fame. Wealth shouldn’t be worth pursuing either.</p>

<p><strong>Possessing wealth won’t enable to live without sorrow and won’t console us in our old age. It can never bring us contentment or banish our grief.</strong> Not needing wealth is more valuable than wealth itself.</p>

<p>People use their wealth to finance a luxurious lifestyle, one that will win them the admiration of others.</p>

<p><strong>There is a danger that if we are exposed to luxurious lifestyle, we will lose our ability to take delight in simple things.</strong></p>

<p>When people become hard to please a curious things happens, they <strong>take pride in their newly gained inability to enjoy anything but “the best”.</strong> These individuals have a seriously impaired their ability to enjoy life. <strong>Stoics value highly their ability to enjoy ordinary life.</strong></p>

<p>Musonious advocated a simple diet. Best to eat foods that needed little preparation; to avoid meat, a food more appropriate for wild animals. To choose food “not for pleasure but for nourishments”. <strong>Rather than living to eat, we should eat to live.</strong></p>

<p>We should guard against acquiring a taste for delicacies, it will be difficult to stop. The more often we are tempted by a pleasure, the more danger there is that we wil succumb to it.</p>

<p><strong>We should favour simple clothing, housing, and furnishings.</strong> Dress to protect our bodies, not to impress other people. Our housing should be functional: It should do little more than keep out extreme heat and cold.</p>

<p>People who achieve luxurious lifestyles are rarely satisfied: Experiencing luxury only whets their appetite for even more luxury. <strong>Luxuries are not a natural desire. Natural desires like water when we are thirsty, can be satisfied; unnatural desires cannot.</strong></p>

<p><strong>Luxury promotes vices, it makes us want things that are inessential, then we want things that are injurious.</strong></p>

<p>If we forgo luxurious living, we will find that our needs are easily met. Life’s necessities are cheap and easily obtainable.</p>

<p>Learn to restrain luxury, cultivate frugality, and “view poverty with unprejudiced eyes”. The lifestyle of a Stoic should be between that of a sage and that of an ordinary person.</p>

<p>One person’s being richer than another does not mean that the first person is better than the other. Lao Tzu observed that “he who knows contentment is rich”.</p>

<p>Even though Stoics don’t pursue wealth, it might nevertheless acquire it. Stoics might be quite effective helping others, and they might reward them for doing so. Practice of Stoicism may be financially rewarding.</p>

<p>As an example, a Stoic is likely to retain a large portion of income and might thereby become wealthy (prosperity paradox).</p>

<p><strong>Stoicism does not require to renounce wealth; it’s allowed to enjoy it and use it to the benefit of yourself and those around you.</strong> We should keep firmly in mind that our wealth can be snatched from us, so we should prepare for the loss of it. Keep in mind that enjoyment of wealth can undermine our character and our capacity to enjoy life, so is recommended to steer clear of a luxurious lifestyle.</p>

<p>It’s perfectly acceptable to acquire wealth, as long as you do not harm others to obtain it. It is also acceptable to enjoy it as long as you don’t cling to it. <strong>It is possible to enjoy something and at the same time be indifferent to it.</strong></p>

<p>Musonious and Epictetus thought that even an minimal exposure to luxurious living would corrupt us, while Seneca and Marcus thought it possible ot live in a palace without being corrupted.</p>

<p>Stoics would have been more wary of enjoying fame than enjoying fortune. The danger that <strong>fame will corrupt us</strong>, is even greater, as <strong>it trigger in us a desire for even more fame, saying things and living in a manner calculated to gain the admiration of other people.</strong></p>

<p>At the same time Stoics avoid enjoying the fame it comes their way, they will not hesitate to use this fame as a tool in the performance of what they take to be their social duty.</p>

<h3 id="exile-on-surviving-a-change-of-place">Exile. On surviving a change of place</h3>

<p>Exile is nothing but a change of place. Even in the worst places of exile, the exiled person will find people who are there of their own free will.</p>

<p>Seneca says that even depriving oneself from his country, friends and family, and his property, one keeps the things that matter the most: his place in Nature and his virtue.</p>

<p>Musonious thinks that exile deprives a person of nothing that is truly valuable.</p>

<h3 id="old-age-on-being-banished-to-a-nursing-home">Old age. On being banished to a nursing home</h3>

<p>Twentysomethings aren’t willing to settle for “mere tranquillity”, for them Stoicism may sound like a philosophy for losers.</p>

<p>In extreme cases, <strong>young people harbour a profound sense of entitlement. When the path they have chosen gets bumpy and rutted, or even becomes impassible, they are astonished.</strong> When the world does not hand them fame and fortune on a silver platter, they realise that they must work to get it.</p>

<p>When we are young we might have wondered what it would be like to be old. A day will come when we won’t need to wonder or imagine what it would be like to be old; we will know full well.</p>

<p>We might find ourselves banished to a nursing home. Although our new environment is physically comfortable, it is likely to be quite challenging socially.</p>

<p>Faced with the death, we might finally be willing to settle for “mere tranquillity”, and we might, as a result, be ripe for Stoicism.</p>

<p>The downside of failing to develop an effective philosophy of life: you end up wasting the one life you have.</p>

<p>Seneca argues, old age has its benefits. Consider lust, the desire for sexual gratification is a major distraction in daily living. <strong>As we age, our feelings of lust and the state of distraction that accompanies them diminish.</strong></p>

<p>By causing our bodies to deteriorate, <strong>old age causes our vices and their accessories to decay. The same ageing process needn’t cause our mind ot decay.</strong></p>

<p>When we are old, we know full well that we will die soon.</p>

<p>Stoics thought the prospect of death could make our days far more enjoyable. <strong>In our youth, it takes effort to contemplate our own death; in our later years, it takes to <em>void</em> contemplating it. Old age therefore has a way of making us do something that, we should have been doing all along.</strong></p>

<p>Stoicism is particularly well suited to our later years. Old people are more likely than young people to value the tranquillity offered by Stoics.</p>

<p>Stoicism is the best way to prepare for old age.</p>

<h3 id="dying-on-a-good-end-to-a-good-life">Dying. On a good end to a good life</h3>

<p>Both young and old people are disturbed by the prospect of dying. Some are disturbed what might come after death, many more thought they fear that they have mislived.</p>

<p>Having a coherent philosophy of life can make us more accepting of death.</p>

<p><strong>When Stoics contemplate their own death, it is not because they long for death but because they want to get the most out of life.</strong></p>

<p>Stoics thought suicide was permissible only under certain circumstances. It is wrong for us to choose to die if our living “is helpful to many”. To choose a good death at our own hands or a pointlessly painful death through natural processes. <strong>Musonious counsel us to end that good life with a good death, when it is possible to do so.</strong></p>

<h3 id="on-becoming-stoic-start-now-and-prepare-to-be-mocked">On becoming stoic. Start now and prepare to be mocked</h3>

<p>Practicing Stoicism won’t be easy. It will take effort, such abandon the attainment of fame and fortune, and replace them with a new goal, namely, the attainment of tranquillity.</p>

<p><strong>Although it indeed takes effort to practice Stoicism, it will require considerable more effort <em>not</em> to practice it.</strong></p>

<p>Having a philosophy of life can dramatically simplify everyday living. <strong>Decision making is relative straightforward, after all, it is hard to know what to choose when you aren’t really sure what you want.</strong></p>

<p>You will be likely be mocked. So it may be a good idea to keep a low philosophical profile and practice what may be called <em>stealth Stoicism</em>.</p>

<p>People that adopt a philosophy of life are usually mocked because by adopting Stoicism, people are demonstrating that they have different values that others do, challenging their surroundings to do something they are probably reluctant to do.</p>

<p>The reward for practising Stoicism is to experience fewer negative emotions, such as anger, grief, disappointment, and anxiety; and as a result enjoy a degree of tranquillity that we previously would have been unattainable. We will also increase our changes for positive emotion by taking delight in the world around us.</p>

<p>By practising negative visualisation we will appreciate things we already have.</p>

<p>We would be able to enjoy things that <em>can’t</em> be taken from us, most notably our character. Enjoying the things that <em>can</em> be taken from us at full extent while simultaneously preparing ourselves for the loss of such things. <strong>We need to learn how to enjoy things without feeling entitled to them and without clinging to them.</strong></p>

<p>Avoid becoming individuals incapable of taking delight in anything but “the best”. We should aim enjoy a wide range of easily obtainable things. If life snatches one source of delight, we will quickly find another to take its place. Stoic enjoyment, unlike that of a connoisseur, is eminently transferable.</p>

<p>Enjoy the mere fact of being alive, experience joy itself.</p>

<h2 id="stoicism-for-modern-lives">Stoicism for modern lives</h2>

<h3 id="the-decline-of-stoicism">The decline of Stoicism</h3>

<p>Increasing corruption and depravity of Roman society made Stoicism, which calls for considerable self-control, unattractive to many Romans. Another theory is that the lack of charismatic teachers of Stoicism after the death of Epictetus caused its decline.</p>

<p>Stoicism was also undermined by the rise of Christianity, as its claims were similar to those made by Stoicism. Christianity had one big advantage over Stoicism: it promised an afterlife in which one would be infinitely satisfied for eternity.</p>

<p>Stoicism occasionally emerged for example when René Descartes revealed his Stoic leaning in his <em>Discourse on Method</em>. Arthur Shopenhauer used a Stoical tone with his essays “Wisdom of Life” and “Counsels and Maxims”. Henry David Thoureu’s masterpiece <em>Walden</em> reveals Stoic influence.</p>

<p>Although most of the twentieth century, Stoicism was a neglected doctrine.</p>

<p>Modern psychology has shown that grief is a perfectly natural response to a personal tragedy. And we have to say that Stoics did not advocate that we “bottle up” our emotions. They did advise to prevent negative emotions. If we prevent an emotion, there will be nothing to bottle up.</p>

<p>When people experience personal catastrophes, it is perfectly natural to experience grief. A Stoic will try to dispel whatever grief remains in him by trying to reason it out of existence.</p>

<p>Because grief is a negative emotion, the Stoics opposed it. Some grief is inevitable in the course of a lifetime. <strong>The goal of the Stoics was therefore not to eliminate grief but to minimise it.</strong></p>

<blockquote>
  <p>I would challenge current psychological thinking on the best way to deal with our emotions. People are less brittle and more resilient, emotionally speaking, than therapists give them credit for.</p>
</blockquote>

<p>“Forced grieving” in accordance with the principles of grief therapy, rather than curing grief, can delay the natural healing process.</p>

<p>Psychiatrist Sally Satel and the philosopher Christina Hoff Sommers, challenges certain aspects of modern psychological therapy. “Reticence and suppression of feelings, far from compromising one’s psychological well-being, can be healthy and adaptive. For many temperaments, an excessive focus on introspection and self-disclosure is depressing”. These authors reject the doctrine, that “uninhibited emotional openness is essential to mental health”.</p>

<p>Modern politics present another obstacle to the acceptance of Stoicism. Politicians tell us that if we are unhappy it isn’t our fault. Our unhappiness is caused by something the government did to us or is failing to do for us. To resort to politics rather than philosophy. We are encouraged to vote for the candidate using the powers of government, to make us happy.</p>

<p>Our government and oru society determine, to a considerable extent, our external circumstances, but is at best to loose connection between our external circumstances and how happy we are.</p>

<p>We have a duty to fight against social injustice. Stoics don’t think it is helpful for people to consider themselves victims. If you consider yourself a victim, you are not going to have a good life. Stoics thought it possible for a person to retain his tranquillity despite being punished for attempting to reform the society in which he lived.</p>

<p>Stoics believed in social reform, but they also believed in personal transformation. The first step transforming society is to make their happiness depend as little as possible on their external circumstances. The second step in transforming a society is to change people’s external circumstances.</p>

<p><strong>Only when we assume responsibility for our happiness we will have a reasonable chance of gaining it.</strong> This is a message that many people, having been indoctrinated by therapists and politicians, don’t want to hear.</p>

<p>Philosophers not only lost interest in Stoicism but lost interest, more generally, in philosophies of life. Modern philosophers do not think telling people how to live their life is their business. Analytical philosophers respond not answering the question you ask, but analysing the question itself.</p>

<p>There is also one final but quite significant obstacle to accept Stoicism, it requires a certain degree of self-control. Stoics advise us to do things we don’t want to do, because it is our duty to do them.</p>

<p><strong>For each desire we fulfil, a new desire will pop into our head to take its place.</strong> No matter how hard we work to satisfy our desires, we will be no closer to satisfaction than if we had fulfilled none of them.</p>

<p><strong>A less obvious way to gain satisfaction is not by working on satisfy our desires but by working to master them.</strong> We need to slow down the desire-formation process within us. Rather than wanting new things, we need to work at wanting the things we already have.</p>

<p>The word <em>sacrifice</em> is a bit misleading. Stoic parents for example, don’t think of parenting as a burdensome task requiring endless sacrifice; they think about how wonderful it is that they have children and can make a positive difference in the lives of these children.</p>

<p><strong>Our best hope at gaining happiness is to live not a life of self-indulgence but a life of self-discipline and, to a degree, self-sacrifice.</strong> The question isn’t whether self-disciplined and duty-bound people can have a happy, meaningful life; it is whether those who lack self-control and who are convinced that nothing is bigger than they are can have such a life.</p>

<h3 id="stoicism-reconsidered">Stoicism reconsidered</h3>

<p>Stoics thought tranquillity was worth pursuing, a psychological state in which we experience few negative emotions, such as anxiety, grief and fear, but an abundance of positive emotions, especially joy.</p>

<p>Their recommendations for seeking tranquillity:</p>

<ul>
  <li>We should become self-aware: Observe ourselves, periodically reflect on how we responded to the day’s events.</li>
  <li>Use our reason to overcome negative emotions: We should use reason to master our desires, to convince ourselves that things such as fame and fortune aren’t worth. That pleasurable activities will disrupt our tranquillity, tranquillity lost will outweigh the pleasure gained.</li>
  <li>If we find ourselves wealthy, we should enjoy our affluence, not clinging to it.</li>
  <li>We should form and maintain relationship with others. Avoid people whose values are corrupt.</li>
  <li>The use of techniques for dealing with the insults of others and preventing them from angering us.</li>
  <li>The sources of human unhappiness are the insatiability and worrying about things beyond our control.</li>
  <li>To conquer our insatiability, the Stoics advise us to engage in negative visualisation.</li>
  <li>To curb our tendency to worry about things beyond our control, Stoics advise us to perform a kind of triage. Things we have no control over, things we have complete control, and things we have some control. <strong>We should spend some of our time dealing with things over which we have complete control, such as goals and values, and spend most of our time dealing with things over which we have some but not complete control</strong>.</li>
  <li>When dealing with things that we have some but not complete control, we should be careful to internalise our goals.</li>
  <li>Be fatalistic with respect to the external world. What happened to us in the past and what is happening to us right now are beyond our control. It’s foolish to get upset about these things.</li>
</ul>

<p>How our evolutionary past contributes to our current psychological makeup.</p>

<ul>
  <li>Pain: Ancestors for whom injuries were painful were much more likely to avoid such injuries, and therefore much more likely to survive and reproduce.</li>
  <li>Fear: Ancestors who feared lions were less likely to be eaten by one.</li>
  <li>Anxiety: Ancestors who felt anxious about whether they had enough food were less likely to starve.</li>
  <li>Insatiable: Ancestors who were never satisfied, who always wanted more food or better shelter, were more likely to survive and reproduce.</li>
  <li>Pleasure: Ancestors who found sex to be pleasurable were far more likely to reproduce.</li>
  <li>Social: Ancestors who felt drawn to other people, and who therefore joined groups of individuals, were more likely to survive and reproduce.</li>
  <li>Status: Our ancestors formed social hierarchies within groups. Low status ran the risk of being deprived of resources or even of being driven from the group, events that could threaten his survival. Low-status males were unlikely to reproduce. Gaining social status felt good and losing it felt bad.</li>
  <li>Reason: Ancestors who had reason ability were more likely to survive and reproduce.</li>
</ul>

<p><strong>Thanks precisely to our reasoning ability, we have it in our power to “misuse” our evolutionary inheritance.</strong> Consider for example our ability to hear. Our ancestors had a better chance of surviving and reproducing than those who didn’t, and yet modern humans rarely use their hearing ability for this purpose.</p>

<p><strong>We can misuse our ability to reason so we can circumvent the behavioural tendencies that have been programmed into us by evolution.</strong></p>

<p>We can use our reasoning ability to conclude that social status and more of anything we already have, may be valuable if our goal is simply to survive and reproduce, but aren’t at all valuable if our goal is instead to experience tranquillity while we are alive.</p>

<p><strong>Evolution made us susceptible to suffering but also gave us a tool by which we can prevent much of this suffering, our reason ability.</strong></p>

<p>If our goal is not merely to survive and reproduce but to enjoy a tranquil existence, the pain associated with a loss of social status isn’t just useless, it is counterproductive. Other people will do things to put us in our place, socially speaking. We must use oru intellect to override the evolutionary programming that makes insults painful to us.</p>

<p>Along similar lines, we can misuse our intellect to control our insatiability. Instead of using it to devise clever strategies to get more of everything, engage in negative visualisation.</p>

<p>Consider anxiety too, in developed countries were people live in a remarkably safe and predictable environment, there is much less for us to worry about. We should “misuse” our intellect to overcome this tendency.</p>

<p>Stoicism, understood properly, is a cure for a disease. Anxiety, grief, fear, and various other negative emotions can prevent people from experiencing a joyful existence.</p>

<p>What about rather than going to our book-store to buy a copy of Seneca, we go to our doctor for a Xanax prescription? Wouldn’t that work?</p>

<p>Stoicism is safer than the medical alternatives, as any number of Xanax addicts will attest. Stoicism does have benefits that spill over into other areas of our life. It will cause us to gain self-confidence to handle whatever life throws our way. It will also help us appreciate our life and circumstances and may enable us to experience joy.</p>

<p>Individual Stoics were unafraid to “customise” Stoicism. Stoics regarded the principles of Stoicism not as being chiselled into stone but as being moulded into clay that could, within limits, be remoulded into a form of Stoicism that people would find useful.</p>

<p>Stoicism is a tool that would enable a person to live a good life.</p>

<p>Who, them, should give Stoicism a try? Someone who, to begin with, seeks tranquillity.</p>

<p>No one philosophy of life is ideal for everyone. <strong>A person is better of to adopt a less than ideal philosophy of life than to try to live with no philosophy at all.</strong></p>

<h3 id="practising-stoicism">Practising Stoicism</h3>

<p>It is recommended to practice <em>stealth Stoicism</em>, keep it a secret. You can gain its benefits while avoiding the teasing and outright mockery of your surroundings.</p>

<p>You might choose to reveal the sordid truth to them at some point.</p>

<p>Do not try to master all the Stoic techniques all at once. A good start may be negative visualisation, to contemplate the loss of whatever you value in life.</p>

<p>Is easy to forget to engage in negative visualisation, it is decidedly unnatural for someone who is satisfied with life to spend time thinking about the bad things that can happen. It is as important to engage in negative visualisation when times are good as it is when times are bad.</p>

<p>You can practice at bed time or while driving to work, transforming idle time into time well spent.</p>

<p>After mastering negative visualisation, you can become proficient in applying the trichotomy of control. Things we have no control over, thigns we have complete control over, and things we have some but not complete control over; focus your attention on the last two categories.</p>

<p>Is an effective technique for allaying the anxieties for the non-Stoics around. “What can you do about this situation? Nothing!” works like a charm to avoid anxiety.</p>

<p>Practice internalising your goals. Instead of trying to win something, try your hardest; you can reduce distress in your life by removing the feeling that you have failed to accomplish some goal.</p>

<p>Become a psychological fatalist about the past and the present, but not about the future. Refuse to spend time engaging in “if only” thoughts. It is pointless to wish they could be different. Accept the past and embrace the present.</p>

<p>Other people are the enemy of our battle for tranquillity. One of the things that makes insults difficult to deal with is that they generally come as surprises.</p>

<p>Self-deprecating humour has become the standard for insults. Matters are even worse than whoever suggests it. We become impervious to insults.</p>

<p>One of the worst things we can do when other people annoy us is to get angry. It is a major obstacle to our tranquillity.</p>

<p>As anger can lie dormant within us and venting it feels good, iyr anger will be difficult to overcome, and learning to overcome it is one of the biggest challenges a Stoic practitioner faces. <strong>The more you think about and understand anger, the easier it is to control it.</strong></p>

<p>It is quite useful to use humour as a defence against anger. One wonderful way to avoid getting angry is to imagine yourself as a character in an absurd play.</p>

<p>Stoics besides advising us to imagine bad things happening to us, advise us to cause bad things to happen as a result of our undertaking a program of voluntary discomfort. It requires a greater degree of self-discipline.</p>

<p><strong>Whenever you undertake an activity in which public failure is a possibility, you are likely to experience butterflies in your stomach.</strong> These feelings are an important component of the fear of failure, so by dealing with them you are working to overcome it.</p>

<p>It is a wonderful opportunity to cause yourself psychological discomfort and to confront, and hopefully vanquish, your fear of failing.</p>

<p>In causing yourself anxiety, you have precluded much future anxiety in your life. A new challenge is nothing, if you have survived the first time, you surely will survive the next.</p>

<p>You play a game were can see yourself as two different people. You and your self-opponent that wants nothing more than be comfortable and take advantage of opportunities for pleasure, lacks self-discipline and always takes the path of least resistance, basically a simple-minded pleasure seeker and a coward.</p>

<p>To win points, you must establish dominance over him. To cause him experience discomfort he could easily have avoided, and you must prevent him from experience pleasures he might otherwise have enjoyed. When he is scared of doing something, you must force him to confront his fears and overcome them.</p>

<p>Most people come to the mall not because there is something specific that they need to buy. Rather they come in the hope that doing so will trigger a desire for something that, before going to the mall, they didn’t want. By triggering a desire, they can enjoy the rush that comes when they extinguish that desire by buying something.</p>

<p>Acquiring things makes zero difference in how happy you are.</p>

<p>You might find yourself wishing that your Stoicism would be put to test so you can see whether you in fact possess the skills at hardship management that you have worked to acquire.</p>

<p>A Stoic might welcome death, inasmuch as it represents the ultimate test of Stoicism.</p>

<p>You may end up putting yourself in situations that test your courage and willpower, in part to see whether you can pass such tests.</p>

<p>At old age it may be easier to find <em>negative</em> role models to <em>avoid</em> ending up like them. For some old people non-existence is preferable ot old age.</p>

<p>Seneca claimed that old age is one of the most delightful stages of life, a stage that is “full of pleasure if one knows how to use it”.</p>

<p>For Marcus, “life is more like wrestling than like dancing”.</p>

<p>The goal of Stoicism is the attainment of tranquillity.</p>

<p>No matter what you do, you might be making a mistake. You might be making a mistake by practising Stoicism, You might also be making a mistake if you reject Stoicism but the biggest mistake is to have no philosophy of life at all.</p>

<p>A better life is possible than seeking out what feels good and avoiding what feels bad. Less comfort and pleasure, but considerably more joy.</p>

<p><strong>Stoic techniques can improve a life when times are good, but it is when times are bad that the efficacy of these techniques becomes most apparent.</strong> Your biggest tests in life lie ahead.</p>

<p>There is little to lose by giving Stoicism a try as one’s philosophy of life, and there is potentially much to gain.</p>

<h2 id="a-stoic-reading-program">A Stoic reading program</h2>

<ul>
  <li><a href="https://www.goodreads.com/book/show/1933080.Dialogues_and_Essays">Seneca: Dialogues and Essays</a></li>
  <li><a href="https://www.goodreads.com/book/show/25895156-musonius-rufus">Musonius Rufus: Stoic Fragments</a></li>
  <li><a href="https://www.goodreads.com/book/show/11041525-musonius-rufus">Musonius Rufus: Lectures and Sayings</a></li>
  <li><a href="https://www.goodreads.com/book/show/34946912-the-manual">Epictetus: The Manual</a></li>
  <li><a href="https://www.goodreads.com/book/show/35629070-the-meditations">Marcus Aurelius: Meditations</a></li>
  <li><a href="https://www.goodreads.com/book/show/25431100-the-stoics">The Stoics</a></li>
  <li><a href="https://www.goodreads.com/book/show/52075.The_Wisdom_of_Life_and_Counsels_and_Maxims">The Wisdoms of Life and Counsels and Maxims</a></li>
  <li><a href="https://www.goodreads.com/book/show/86172.A_Man_in_Full">A Man in Full</a></li>
  <li><a href="https://www.goodreads.com/book/show/196158.Courage_Under_Fire">Courage Under Fire: Testing Epictetus’s Doctrines in a Laboratory of Human Behaviour</a></li>
</ul>

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          <p> // Published 2025-04-05, with 11623 words.</p>
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<entry>
    <title type="text">[post] Amazon Leadership principles</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/amazon-leadership-principles"/>
    <id>/amazon-leadership-principles</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Amazon</name>
      <uri>https://www.amazon.jobs/content/en/our-workplace/leadership-principles</uri>
    </author>
    <content type="html"><![CDATA[<p>We use our Leadership Principles every day, whether we’re discussing ideas for new projects or deciding on the best way to solve a problem. It’s just one of the things that makes Amazon peculiar.</p>

<h2 id="customer-obsession">Customer Obsession</h2>

<ul>
  <li>Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.</li>
</ul>

<h2 id="ownership">Ownership</h2>

<ul>
  <li>Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.”</li>
</ul>

<h2 id="invent-and-simplify">Invent and Simplify</h2>

<ul>
  <li>Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time.</li>
</ul>

<h2 id="are-right-a-lot">Are Right, A Lot</h2>

<ul>
  <li>Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.</li>
</ul>

<h2 id="learn-and-be-curious">Learn and Be Curious</h2>

<ul>
  <li>Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.</li>
</ul>

<h2 id="hire-and-develop-the-best">Hire and Develop the Best</h2>

<ul>
  <li>Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop
leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.</li>
</ul>

<h2 id="insist-on-the-highest-standards">Insist on the Highest Standards</h2>

<ul>
  <li>Leaders have relentlessly high standards — many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.</li>
</ul>

<h2 id="think-big">Think Big</h2>

<ul>
  <li>Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.</li>
</ul>

<h2 id="bias-for-action">Bias for Action</h2>

<ul>
  <li>Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.</li>
</ul>

<h2 id="frugality">Frugality</h2>

<ul>
  <li>Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense.</li>
</ul>

<h2 id="earn-trust">Earn Trust</h2>

<ul>
  <li>Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odour smells of perfume. They benchmark themselves and their teams against the best.</li>
</ul>

<h2 id="dive-deep">Dive Deep</h2>

<ul>
  <li>Leaders operate at all levels, stay connected to the details, audit frequently, and are sceptical when metrics and anecdote differ. No task is beneath them.</li>
</ul>

<h2 id="have-backbone-disagree-and-commit">Have Backbone; Disagree and Commit</h2>

<ul>
  <li>Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.</li>
</ul>

<h2 id="deliver-results">Deliver Results</h2>

<ul>
  <li>Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.</li>
</ul>

<h2 id="strive-to-be-earths-best-employer">Strive to be Earth’s Best Employer</h2>

<ul>
  <li>Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what’s next? Leaders have a vision for and commitment to their employees’ personal success, whether that be at Amazon or elsewhere.</li>
</ul>

<h2 id="success-and-scale-bring-broad-responsibility">Success and Scale Bring Broad Responsibility</h2>

<ul>
  <li>We started in a garage, but we’re not there any more. We are big, we impact the world, and we are far from perfect. We must be humble and thoughtful about even the secondary effects of our actions. Our local communities, planet, and future generations need us to be better every day. We must begin each day with a determination to make better, do better, and be better for our customers, our employees, our partners, and the world at large. And we must end every day knowing we can do even more tomorrow. Leaders create more than they consume and always leave things better than how they found them.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 786 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Ask for Advice Not Permission</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ask-for-advice-not-permission"/>
    <id>/ask-for-advice-not-permission</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Boz</name>
      <uri>https://boz.com/articles/advice-not-permission</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>One of the most common anti-patterns I see that can create conflict in an otherwise collaborative environment is people asking for permission instead of advice. This is such an insidious practice that it not only sounds reasonable, it actually sounds like the right thing to do: “Hey, I was thinking about doing X, would you be on board with that?”</p>

  <p>The problem with permission is that you are implicitly asking someone else to take some responsibility for your decision. You aren’t inviting them to participate in its success — permission is hardly seen as a value adding behaviour — but if it goes wrong you might end up involving them in the failure: “Hey, I asked that team and they said it was fine.”</p>

  <p>As a consequence, someone being asked for permission will feel a burden to do some diligence and may be resentful of it. That may mean second guessing work that has already been done to ensure they are supportive which is likely a waste of time. In the best case, they will ultimately agree but this process will nonetheless feel disrespectful and appear to demonstrate a lack of trust to the team asking permission. In the worst case, they will decline to give their permission which is not just a matter of rejection but also of loss given all the thought that had already been put into the issue before bringing it to them. Worse still, if your goal is permission you’ll have a strong instinct to present information in a way that favours the outcome you want which can come across as dishonest and further undermine trust. All around, this is a bad situation that breeds antagonism.</p>

  <p>Advice, on the other hand, is easy. “Hey, I was thinking about doing X, what advice would you give me on that?” In this instance you are showing a lot of respect to the person you are asking but not saddling them with responsibility because the decision is still on you. Your obvious goal with this approach is to do the best you can, so they are going to trust you aren’t hiding any gritty details and therefore aren’t going to waste time second guessing your premises. They are going to feel comfortable giving you all their honest feedback knowing the responsibility lies with you, and your ego will remain intact because you invited the criticism on yourself directly.</p>

  <p>Asking for advice is also a much better way to create advocates for your approach as those who have contributed their ideas will feel some personal ownership over the result much more than if they were just another approval in a long chain. It gives them a personal stake in the resulting success or failure.
The world is full of gatekeepers who think they have veto rights. Don’t believe them. If you need them to invest time or resources then they deserve to have a say, otherwise the responsibility remains with you to decide how to proceed and to suffer the consequences or reap the rewards, as the case may be.</p>

  <p>Pitbull got it right: “Ask for money, get advice. Ask for advice, get money twice.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 528 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] TDD where did it all go wrong?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tdd-where-did-it-all-go-wrong"/>
    <id>/tdd-where-did-it-all-go-wrong</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Vimeo</name>
      <uri>https://vimeo.com/68375232</uri>
    </author>
    <content type="html"><![CDATA[<h2 id="frustrations-with-tdd">Frustrations with TDD</h2>

<ul>
  <li>Didn’t refactoring promise change without breaking tests?</li>
  <li>If we change the implementation details, non of our tests should break.</li>
  <li>More test code than implementation code.</li>
  <li>Programming Anarchy and Lean Software Development drop tests first.</li>
  <li>Duct tape programmer, delivers functionality faster, quickly abandoning tests as “slowing them down’</li>
  <li>Difficult to understand test intent, why tests fail.</li>
</ul>

<p>ATDD suites:</p>

<ul>
  <li>much of their life in red</li>
  <li>Customers don’t engage with the suite</li>
  <li>slow to run and increasing cost.
    <ul>
      <li>devs ignoring red results</li>
      <li>we need tools to fix them</li>
      <li>devs don’t want to write them</li>
    </ul>
  </li>
</ul>

<h2 id="where-did-it-all-go-wrong">Where did it all go wrong?</h2>

<ul>
  <li>Writing tests against operations instead of writing them against behaviour (BDD).</li>
  <li>Coupling our tests to implementation details.</li>
</ul>

<h3 id="tdd-rebooted">TDD rebooted</h3>

<h4 id="the-zen-of-tdd">The Zen of TDD</h4>

<ul>
  <li>Avoid testing implementation details, test behaviours. Test intent has to be explicit about this, high-level details.
    <ul>
      <li>Adding a new class is not the trigger for writing tests. The trigger is implementing a requirement.</li>
      <li>Test outside-in, writing tests to cover then the use cases, scenarios. You have to test the domain, if you test through forms (MVC), the moment you change your delivery mechanism you break all the tests. You should test the surface. Don’t test the internals, you’d be coupling your test to internal details.</li>
      <li>Only writing test to cover the implementation details as a way to understand the refactoring of the simple implementation we start with.</li>
    </ul>
  </li>
</ul>

<p>BDD (Dan North), we should test behaviours, not tests. People misunderstand what TDD is all about.</p>

<p>Kent explicitly talks about behaviours, with examples. Testing the perimeter surface, not the implementation details.</p>

<h4 id="what-is-a-unit-test">What is a unit test</h4>

<ul>
  <li>For Kent Beck, it is a test that <em>runs in isolation</em> from other tests.
    <ul>
      <li>Nothing more, nothing less.</li>
      <li>It is NOT to be confused with the classical unit test definition of targeting a module.</li>
      <li>We don’t touch file system, database, because these <em>shared fixture</em> elements prevent us running in isolation from other tests (side-effects.)</li>
    </ul>
  </li>
  <li>Explicitly writing tests that target a method on a class, is not a TDD unit tests
    <ul>
      <li>TDD unit tests focus on a story. Use-case, scenario…</li>
    </ul>
  </li>
  <li>Focusing on methods creates tests that are hard to maintain. We don’t capture the behaviour we want to preserve.</li>
</ul>

<p>A lot of issues with TDD is people misunderstanding <em>isolation</em> as <em>class isolation</em>, replacing collaborators with test doubles.</p>

<h3 id="red-green-refactor">Red-green-refactor</h3>

<ol>
  <li><strong>Red</strong> Write a little test that doesn’t work, and perhaps doesn’t even compile at first.</li>
  <li><strong>Green</strong> Make the test work quickly, committing whatever sins necessary in the process.</li>
  <li><strong>Refactor</strong> Eliminate all of the duplication, created in merely getting the test to work.</li>
</ol>

<h4 id="the-simplest-thing-green">The simplest thing (green)</h4>

<ul>
  <li>Make it run. Quickly getting that bar to go green dominates everything else.</li>
  <li>The shift in aesthetics is hard for some experienced software engineers.
    <ul>
      <li>The only know how to follow the rules of good engineering.</li>
      <li>Quick green excuses all sins.</li>
      <li>This is not about accepting sin, its about being sinful.</li>
      <li>Write sinful code!</li>
    </ul>
  </li>
</ul>

<p>This is difficult fir experienced engineers, we tend to think on how to engineer the problem, not how to solve it fast.</p>

<blockquote>
  <p>We can commit any number of sins to get there, because speed trumps design, just for a brief moment. - Kent Beck</p>
</blockquote>

<blockquote>
  <p>Good design at good times. Make it run, make it right. - Kent Beck</p>
</blockquote>

<h4 id="clean-code-now-refactor">Clean code now (refactor)</h4>

<ul>
  <li>The refactoring step is when we produce clean code.
    <ul>
      <li>It’s when you apply patterns</li>
      <li>It’s when you remove duplication</li>
      <li>It’s when you sanitise the code smells</li>
    </ul>
  </li>
  <li><strong>You do not write new unit tests here</strong>
    <ul>
      <li>You are not introducing public classes</li>
      <li>It is likely if you feel you need, you need collaborators to fulfil a role</li>
    </ul>
  </li>
</ul>

<p>If you add more tests at this point, you’ll be coupling your tests to implementation details, making your tests fragile. Your API is your contract, your tests should test the API, not the implementation details. Coupling is the first problem in software.</p>

<ul>
  <li>We need to eliminate dependency between our tests and our code
    <ul>
      <li>Tests should not depend on details, because then changing implementation breaks tests. Tests should depend on contracts or public interfaces.</li>
      <li>This allows us to refactor implementations without changing tests.</li>
      <li>Don’t bake implementation details into tests</li>
    </ul>
  </li>
  <li>Test behaviours not implementations</li>
</ul>

<p>Counter argument: The setup of this may be too complex as we testing super high-level.</p>

<ul>
  <li>Don’t test internals</li>
  <li>Don’t make everything public in order to test it</li>
  <li>Preserve implementation hiding by keeping a thin public API</li>
  <li>Refactor implementation details out, so that they do not need their own tests</li>
  <li>Continue to refactor implementation details over time, as you want</li>
  <li>Have expressive tests that you can read in the future</li>
</ul>

<h3 id="refactoring-to-patterns">Refactoring to patterns</h3>

<p>Patterns emerge in refactoring step. You don’t think on patterns first an implementations later.</p>

<p>References: TDD by Example (Kent Beck), Refactoring to Patterns (Joshua)</p>

<h3 id="port-and-adapters">Port and adapters</h3>

<p>Testing ice-cream cone anti-pattern.</p>

<p>Testing pyramid.</p>

<p>UI:
We are not testing the domain logic, we are testing the widgets.</p>

<p>Integration:
Tests cannot run in isolation if we have shared state fixtures like databases, etc. Here we do test that kind of stuff.</p>

<p>Unit:
To test the business logic. The tests are more valuable and less costly are unit tests.</p>

<h4 id="hexagonal-architecture">Hexagonal architecture</h4>

<p>We unit test the port, the use case. We test the behaviour, the contract to the world.</p>

<p>We don’t test the implementation details (peg: the database).</p>

<p>Integration tests: Don’t test things you don’t own. Just test that you are using them correctly.</p>

<p>System tests: Tests that verify that everything works.</p>

<h3 id="gears">Gears</h3>

<p>We can be in the motorway driving in the fifth gear, that’s may be the operational mode while developing, but sometimes we need to start changing down the gears.</p>

<p>Fifth gear is “obvious implementation”, we can go straight to green. You may write unnecessary code.</p>

<p>Fourth gear is “we are writing code nicely”, we start to think we don’t know how to get to the solution so write some tests, some implementation details (drilling tests) to see how it may look. You need to think about behaviour. Maybe you want to remove those implementation tests once you finish with the behaviour.</p>

<p>You should test the ports, not implementation details.</p>

<p>You should be feel free to remove tests if necessary. The tests we need to keep are the tests that express the behaviour, the API of your system.</p>

<h3 id="acceptance-test-driven-development">Acceptance test-driven development</h3>

<p>Customers should be available to write scenarios for tests. Getting the customer chain together for this is problematic.</p>

<p>Unit tests evolve into “programmer tests”. ATDD is more about high-level communication.</p>

<p><strong>If customers do not participate, it does not make any sense</strong>. Expensive to write, expensive to run (Fitness, Cucumber).</p>

<p>Maybe we should involve customers while writing unit tests and focus on unit tests. The problem is programmers making programmer driven tests instead of behaviour driven tests, so let’s solve that.</p>

<h3 id="behaviour-driven-development">Behaviour-driven development</h3>

<p>BDD starts with a similar insight, that we misunderstood TDD.</p>

<ul>
  <li>It creates tools like RSpec and Jbehave</li>
  <li>It realises that specifying scenarios is the key to driving test-driven development</li>
  <li>It evolves into a methodology for facilitating the transmission of requirements from customer to developer through scenarios  that can be automated.</li>
</ul>

<h3 id="mocks">Mocks</h3>

<ul>
  <li>Classic example is database
    <ul>
      <li>Long time to start</li>
      <li>Difficult to keep “clean”</li>
      <li>Tie tests to physical location on network</li>
      <li>Write tests against something that acts like a DB</li>
    </ul>
  </li>
  <li>Mocks can improve readability by making contents of read rows explicit (evident data)</li>
  <li>Mocks hinder the use of singletons
    <ul>
      <li>Which may be a good thing</li>
    </ul>
  </li>
  <li>Mocks make us consider issues around coupling
    <ul>
      <li>We learn to inject dependencies</li>
    </ul>
  </li>
  <li>Mocks risk that the real system will not perform in the correct way</li>
</ul>

<p>Two forces</p>

<ul>
  <li>We want to remove “hard-to-test” dependencies
    <ul>
      <li>Database, UI, network, file system, configuration files, etc.</li>
      <li>Depending on these makes our tests fragile</li>
    </ul>
  </li>
  <li>We want to use Responsibility Driven Design and mock collaborators
    <ul>
      <li>Tell don’t ask</li>
      <li>But don’t mock internals</li>
    </ul>
  </li>
</ul>

<p>You do not mock the internals or implementation details, so couple to the implementation details with the mocks, mock other ports and other public (APIs). Don’t mock adapters either, do not mock things you don’t own.</p>

<h3 id="object-mother-and-test-data-builder">Object Mother and Test Data Builder</h3>

<p>This is how you control complex setups for larger testing clusters (big setup).</p>

<ul>
  <li>An early solution was object mother
    <ul>
      <li>A class that contains static factory methods used to create objects for use in tests</li>
      <li>The name of the method helps identify the stereotypical object being created</li>
      <li>The concept was that developers would become familiar with the objects and use them in scenarios</li>
    </ul>
  </li>
</ul>

<p>Problems with Object Mother</p>

<ul>
  <li>Variations in testing mean we end up with many different factory methods. Object mother soon becomes bloated</li>
  <li>The variables affecting the test are not evident, but hidden behind the creation mechanism. If you don’t know the Object Mother test data, tests are obscure.</li>
  <li>The factory methods become shared fixture, which means that changes to construction ripple out</li>
</ul>

<p>A solution is using <strong>Test Data Builders</strong>. For each class you want to use in a test, create a Builder for that class that</p>

<ul>
  <li>Has an instance variable for each constructor parameter</li>
  <li>Initialises its instance variables to commonly used or safe values</li>
  <li>Has a <code class="language-plaintext highlighter-rouge">build</code> method that creates a new object using the values in its instance variables. We can do a neat trick with conversion operators too</li>
  <li>Has a “chainable” public methods for overriding the values in its instance variables</li>
</ul>

<h2 id="summary">Summary</h2>

<ul>
  <li>The reason to test is a new behaviour, not a method on a class</li>
  <li>Write dirty code to get green, then refactor</li>
  <li>No new tests for refactored internals and privates (methods, classes)</li>
  <li>Both develop and accept against tests written on a port</li>
  <li>Add integration tests for coverage of ports to adapters</li>
  <li>Add system tests for end-to-end confidence</li>
  <li>Don’t mock internals, privates, or adapters</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 1702 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The 9 Traits That Define Great Leadership</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-9-traits-that-define-great-leadership"/>
    <id>/the-9-traits-that-define-great-leadership</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Inc</name>
      <uri>https://www.inc.com/peter-economy/the-9-traits-that-define-great-leadership.html</uri>
    </author>
    <content type="html"><![CDATA[<p>To motivate your team to achieve the highest levels of performance (and create an extraordinary organization in the process), here are the qualities you should model every day.</p>

<h2 id="1-awareness">1. Awareness</h2>

<p>There is a difference between management and employees, bosses and workers. Leaders understand the nature of this difference and accept it; it informs their image, their actions, and their communication. They conduct themselves in a way that sets them apart from their employees–not in a manner that suggests they are better than others, but in a way that permits them to retain an objective perspective on everything that’s going on in their organization.</p>

<h2 id="2-decisiveness">2. Decisiveness</h2>

<p>All leaders must make tough decisions.  It goes with the job. They understand that in certain situations, difficult and timely decisions must be made in the best interests of the entire organization, decisions that require a firmness, authority, and finality that will not please everyone. Extraordinary leaders don’t hesitate in such situations. They also know when not to act unilaterally but instead foster collaborative decision making.</p>

<h2 id="3-empathy">3. Empathy</h2>

<p>Extraordinary leaders praise in public and address problems in private, with a genuine concern. The best leaders guide employees through challenges, always on the lookout for solutions to foster the long-term success of the organization. Rather than making things personal when they encounter problems, or assigning blame to individuals, leaders look for constructive solutions and focus on moving forward.</p>

<h2 id="4-accountability">4. Accountability</h2>

<p>Extraordinary leaders take responsibility for everyone’s performance, including their own. They follow up on all outstanding issues, check in on employees, and monitor the effectiveness of company policies and procedures. When things are going well, they praise. When problems arise, they identify them quickly, seek solutions, and get things back on track.</p>

<h2 id="5-confidence">5. Confidence</h2>

<p>Not only are the best leaders confident, but their confidence is contagious. Employees are naturally drawn to them, seek their advice, and feel more confident as a result. When challenged, they don’t give in too easily, because they know their ideas, opinions, and strategies are well-informed and the result of much hard work. But when proven wrong, they take responsibility and quickly act to improve the situations within their authority.</p>

<h2 id="6-optimism">6. Optimism</h2>

<p>The very best leaders are a source of positive energy. They communicate easily. They are intrinsically helpful and genuinely concerned for other people’s welfare. They always seem to have a solution, and always know what to say to inspire and reassure. They avoid personal criticism and pessimistic thinking, and look for ways to gain consensus and get people to work together efficiently and effectively as a team.</p>

<h2 id="7-honesty">7. Honesty</h2>

<p>Strong leaders treat people the way they want to be treated. They are extremely ethical and believe that honesty, effort, and reliability form the foundation of success. They embody these values so overtly that no employee doubts their integrity for a minute. They share information openly, and avoid spin control.</p>

<h2 id="8-focus">8. Focus</h2>

<p>Extraordinary leaders plan ahead, and they are supremely organized. They think through multiple scenarios and the possible impacts of their decisions, while considering viable alternatives and making plans and strategies–all targeted toward success. Once prepared, they establish strategies, processes, and routines so that high performance is tangible, easily defined, and monitored. They communicate their plans to key players and have contingency plans in the event that last-minute changes require a new direction (which they often do).</p>

<h2 id="9-inspiration">9. Inspiration</h2>

<p>Put it all together, and what emerges is a picture of the truly inspiring leader: someone who communicates clearly, concisely, and often, and by doing so motivates everyone to give his or her best all the time. They challenge their people by setting high but attainable standards and expectations, and then giving them the support, tools, training, and latitude to pursue those goals and become the best employees they can possibly be.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 640 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The Evolution of Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-evolution-of-management-by-kate-matsudaira"/>
    <id>/the-evolution-of-management-by-kate-matsudaira</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Kate Matsudaira</name>
      <uri>https://queue.acm.org/detail.cfm?id=3350548</uri>
    </author>
    <content type="html"><![CDATA[<p>These are the biggest transitions that occur when moving from individual contributor (IC) to entry-level manager:</p>

<ul>
  <li>Let go of the immediate/quick sense of gratification that comes from doing/building/creating.</li>
  <li>Accolades and recognition become less frequent as you move up.</li>
  <li>You derive your sense of accomplishment from mentoring, growing, and furthering the work of your team and those around you.</li>
  <li>Add value by removing roadblocks, streamlining processes, and helping others be productive.</li>
  <li>Think one to two years out for your project and roadmap.</li>
  <li>Help people connect their work to the parent organization or company, and help them see their individual impact and value.</li>
</ul>

<p>Look two years into the future:</p>

<ul>
  <li>How do all of your teams fit together?</li>
  <li>How should resources be distributed?</li>
  <li>What is critical to the organization’s most important goals?</li>
  <li>What lessons do you need your people to learn?</li>
  <li>Where can you allow them to take control and make mistakes?</li>
  <li>What areas cannot fail and therefore need your oversight?</li>
  <li>What metrics do you need to measure and pay attention to? Why?</li>
  <li>How do you set up structures for visibility into progress?</li>
</ul>

<p>Prepare for succession:</p>

<ul>
  <li>What will you do if your best [fill-in-the-blank] leaves?</li>
  <li>What can you do to help make your best people want to stay with your team?</li>
  <li>Which resources do you need today, and what will you need a year from now?</li>
  <li>Who is on your team right now who could move up in the future?</li>
  <li>Which jobs don’t exist today that you will need filled in the future?</li>
  <li>Have any team members outgrown their roles, or have any of the roles changed enough that they are no longer filled by the right people?</li>
</ul>

<p>To establish a culture and values, ask yourself:</p>

<ul>
  <li>What does it mean to be in your team?</li>
  <li>What do you stand for?</li>
  <li>How should decisions be made?</li>
  <li>How should issues be escalated?</li>
  <li>What are the principles you use to make tough calls?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 325 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Time Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/time-management"/>
    <id>/time-management</id>
    <updated>2025-04-05T00:00:00+00:00</updated>
    <published>2025-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>I didn’t have enough time to do this</p>
</blockquote>

<p>Is probably the most frequently conveyed message in every organisation around the world.</p>

<p>When I hear it I try reframe it. I also recall doing this on a job interview that was a mock 1:2:1 with a engineer. I think it strongly aided me getting that job.</p>

<blockquote>
  <p>I noticed you said you didn’t have time to do this a couple of times today and I am going to challenge this. There are 40 working hours in a week. Everyone has the same amount of time to spend [at work]. So rather than saying you didn’t have time, say you didn’t prioritise this. It is true, right? You opted to do other things instead.</p>

  <p>We work in an agile way. Top down. Most valuable thing first. If you manage your time in the same way then the the conversation changes from a potential performance challenge to a prioritisation one.</p>
</blockquote>

<ul>
  <li>
    <p>Now, if you didn’t prioritise the right things then that’s an alignment problem. There has been a failure to express the urgency and priority of the work. We can agree what the priorities are going forward. Check then act.</p>
  </li>
  <li>
    <p>If the work got superseded by something else, e.g. a production incident then that is fine. That is the right call. You re-prioritised effectively.</p>
  </li>
  <li>
    <p>If you re-prioritised effectively, but it was unknown to others that the work was at risk then that is a communication problem. Be pro-active in setting expectations going forward.</p>
  </li>
  <li>
    <p>If you focused on the wrong thing, yet it felt right at the time. That is a learning opportunity. More so if this becomes commonplace.</p>
  </li>
  <li>
    <p>If you didn’t know where to start or it felt like an insurmountable problem then it is a sizing issue. Break it down. Seek help. Start Small. One step at a time.</p>
  </li>
  <li>
    <p>If you opted to think about it instead, you needed comprehension time. This is fine, to a degree - if this is happening frequently, for extended periods, or in specific work areas it might hint at a training need.</p>
  </li>
  <li>
    <p>If you opted to do nothing instead, then that is a productivity issue. Get your act together.</p>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-04-05, with 381 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Grit by Angela Duckworth</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/grit-by-angela-duckworth"/>
    <id>/grit-by-angela-duckworth</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="about-the-author">About The Author</h2>

<p>She presently studies self-control and grit as a distinguished professor of Psychology at the University of Pennsylvania, the same university in which she studied. Her book, Grit, distils what she has learned about the importance of effort to the attainment of success. It solves the mystery of why some people can work harder and longer while others fall to the wayside.</p>

<h2 id="the-books-main-idea">The Book’s Main Idea</h2>

<p>As suggested by the title of the book, Grit, a combination of passion and resilience, is the main idea behind the book.</p>

<blockquote>
  <p>“Enthusiasm is common. Endurance is rare.”</p>
</blockquote>

<h2 id="1-grit-and-why-it-matters-more-than-anything">1: Grit and why it matters (more than anything)</h2>

<blockquote>
  <p>“Our potential is one thing. What we do with it is quite another.”</p>
</blockquote>

<p>Angela Duckworth defines Grit as a combination of passion, feeling intimately driven towards a specific achievement, or rather, the ability to pursue one goal over time, and perseverance, the ability to overcome challenges, put in the work, and to finish the things you start. She notes that passion and enthusiasm are not the same; passion is endurance.</p>

<blockquote>
  <p>“….Grit is about working on something you care about so much that you’re willing to stay loyal to it…it’s doing what you love, but not just falling in love―staying in love.”</p>
</blockquote>

<p>Grit is a predictor of success. Given two people who have the same amount of talent but where one is grittier, the grittier person will be more successful. This does not negate the importance of IQ or talent. On the contrary, Angela notes that both IQ and talent are important success factors. However, on their own, they are insufficient success/achievement catalysts.</p>

<p>To get the most of IQ or talent, you must couple it with GRIT, passionate and consistent hard work over time. If you lack talent or a high IQ but have an undying passion for your aim/work and the ability to work and persevere through everything, you are far more likely to succeed–vis-a-vis someone who has talent or high IQ but is not a diligent worker.</p>

<blockquote>
  <p>“As much as talent counts, effort counts twice.”</p>
</blockquote>

<p>On the importance of Grit, from her interviews with a broad spectrum of successful people including writers, athletes, musicians, and politicians, Angela Duckworth created two equations that show the important relationship between talent and effort and why effort trumps talent.</p>

<p>She noted that to achieve any aim, you need the right set of skill. Mastery or achievement, which is the measure of true success, comes from practising the skills after the fact.</p>

<h2 id="2-on-developing-grit">2: On Developing grit</h2>

<p>Being a self-development book, Grit by Angela Duckworth is both data-centric and actionable. She goes out of her way to illustrate how anyone can become grittier. She does this by mentioning that grit has four main characteristics.</p>

<p>(1) Interest, a deep love for what you are doing/pursuing and (2) Practice, improving bit by bit so “…that doing one thing better and better might be more satisfying than staying an amateur at many different things….” (3) Purpose, a strong belief in the importance of what you are doing, and (4) hope, believing that you will overcome challenges that arise as you pursue and practice your interests and purpose.</p>

<blockquote>
  <p>“I won’t just have a job; I’ll have a calling. I’ll challenge myself every day. When I get knocked down, I’ll get back up. I may not be the smartest person in the room, but I’ll strive to be the grittiest.”</p>
</blockquote>

<p>Grit develops as we go about living life, learning important lessons that mold our beliefs and philosophies, from overcoming challenges and dealing with failures and disappointments, a principle she dubs the maturity principle, of which she notes:</p>

<blockquote>
  <p>“Over time, we learn life lessons we don’t forget, and we adapt in response to the growing demands of our circumstances. Eventually, new ways of thinking and acting become habitual. There comes a day when we can hardly remember our immature former selves. We have adapted, those adaptations have become durable, and, finally, our identity–the sort of person we see ourselves to be–has evolved. We’ve matured.”</p>
</blockquote>

<h2 id="conclusion">Conclusion</h2>

<p>Grit is an invaluable asset that we can all learn to develop, as long as we take it a step at a time.</p>

<blockquote>
  <p>“At the start of an endeavour, we need encouragement and freedom to figure out what we enjoy. We need small wins. We need applause. Yes, we can handle a tincture of criticism and corrective feedback. Yes, we need to practice. But not too much and not too soon. Rush a beginner and you’ll bludgeon their budding interest. It’s very, very hard to get that back once you do.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 779 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How I split stories</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-i-split-stories"/>
    <id>/how-i-split-stories</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Probably Fine</name>
      <uri>https://blog.probablyfine.co.uk/2019/11/07/how-i-split-stories.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’ve been trying to pin down what goes on in my head when I’m trying to break down a piece of work into manageable chunks.</p>
</blockquote>

<p>I’ve been trying to pin down what goes on in my head when I’m trying to break down a piece of work into manageable chunks.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 52 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Meditations by Marcus Aurelius</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/meditations-by-marcus-aurelius"/>
    <id>/meditations-by-marcus-aurelius-</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="introduction">Introduction</h2>

<p>‘Meditations’ is one of a kind book, which is basically a compilation of the private journal entries of Roman emperor, Marcus Aurelius, who was one of the pioneer leaders of Stoicism and a very staunch Stoic himself.</p>

<p>In this book, he has shared his advice on how to live a better life and become more empathetic, patient, strong, generous, humble and ground. The book is packed with wisdom and contains extremely valuable advice which, if implemented in your everyday life, can really make it beautiful and meaningful.</p>

<p>Initially, it wasn’t compiled into chapters, but later, as it gained popularity, it was divided into different books, sections and chapters.</p>

<h2 id="books-i-ii-and-iii">Books I, II and III</h2>

<p>The Book 1 of Meditations talks about the different people in Marcus’s life who influenced him in different ways. The second book talks about how we need to be patient and nonjudgmental with the different ill-tempered and rude people we come across because all of us have some faults.</p>

<p>The third book lays down some principles and foundational ideas Marcus took from the different Stoic philosophers he looked up to including mindfulness. Like he writes in the book, “We live only in the present, in this fleet-footed moment. The rest is lost and behind us or ahead of us and may never be found.”</p>

<p>The book talks about how many of us have the habit of rehashing the past or being too concerned about the future. Sadly, not many of us live in the present and really focus on the moments that we allow to slip by and go to waste. We complain about how things didn’t turn out to be as we hoped and fret over how things may not be as we expect them to be, but we hardly pause to reflect on the moments that we have right now. Our present is what matters and if we pay attention to it, we can use it to create a very beautiful tomorrow, but not a lot of us realize this.</p>

<h2 id="books-iv-v-and-vi">Books IV, V and VI</h2>

<p>The fourth book talks about how we can find peace and solitude in our own mind and the fifth book highlights the important of doing something meaningful every day. Like Marcus states in the fourth book, “You have power over your mind, not outside events. Realize this and you find strength.”</p>

<p>The book emphasizes on how man only has control over his/ her mind and not the external factors. Often, we stress over how things aren’t as we desired them to be and complain about it. This only adds to our stress and doesn’t better the situation. If only we realize that only our thoughts are in our control, we can change the way we think, feel and believe and stop fixating on what could have been and what can be, and enjoy what is.</p>

<p>The sixth book is dedicated to highlighting the importance of being accountable to your duties and serving one another because accountability is what leads to responsibility and when one is responsible, he/ she is able to build a meaningful life for himself/ herself.</p>

<h2 id="books-vii-viii-ix-x-xi-and-xii">Books VII, VIII, IX, X, XI and XII</h2>

<p>In the seventh book, you learn about the significance of patience and tolerance in life and the eighth book talks about how being disconnected to nature and family upsets your life. It also highlights some regrets Marcus had in life. One of the quotes in the book reads, “Stop debating what a good person should be and just be one.”</p>

<p>It describes how a lot of us often spend considerable time debating on what a good person should be like and how he/ she needs to be have. Sadly, not many of us stop the debate and work on becoming a good person. Our efforts are often focused on initiating discussions and even turning them into heated debates. If only we concentrate more on practically implementing the advice we often give others, things would be simpler and more effective. Also, if you show people a practical implementation of how a good person should be, you will inspire them more because actions do speak louder than words.</p>

<p>In the ninth, tenth and eleventh book, Marcus has talked about sin, the importance of being modest, honest and sincere. The twelfth book in Meditations talks about how often we don’t value our own opinion and pay little regard to our own self.</p>

<h2 id="conclusion">Conclusion</h2>

<p>In the 12 books, Marcus Aurelius provides guidelines on how to live a meaningful, empowered life, find your vision and build goals consistent with the vision so you stop moving haphazardly, become focused and live a consistent, meaningful</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 780 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Mob Programming Patterns</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mob-programming-patterns"/>
    <id>/mob-programming-patterns</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Michael Keeling</name>
      <uri>https://github.com/michaelkeeling/mob-programming-patterns</uri>
    </author>
    <content type="html"><![CDATA[<p>Mob programming is an approach to creating software in which the whole team works together on the same thing at the same time. At the heart of every effective mob there is a group of people working from a place of mutual respect to deliver the best software they can, as fast as they are able. Effective mob programming comes about from effective communication among teammates. Naturally, interaction styles will vary greatly from team to team and situation to situation. As such, there is no “one way to do mob programming.” This is where a robust patterns catalog can help.</p>

<p>A pattern is a repeatable solution that emerges in response to a specific problem in a particular context. You might think of a patterns catalog as a collection of tools in a toolbox. While you might use your trusty hammer often, selecting the right tool for the job can not only make work easier, but the final result even better. They key lays in knowing when to use a particular pattern and how to use it.</p>

<p>Mob programming is still a relatively young method. We’re all learning how to practice mob programming better. While we’ve found it to be a very powerful method, it does take some practice to do well. The goal of this repository is to capture the patterns we’ve discovered so far in the hopes that other teams might find them useful as a jumping off point for getting started with mob programming.</p>

<h2 id="mob-programming-patterns">Mob Programming Patterns</h2>

<table>
  <thead>
    <tr>
      <th>Pattern</th>
      <th>Category</th>
      <th>Gist</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>Facilitator</td>
      <td>Mob role</td>
      <td>Volunteer who helps the group stay focused and to help resolve differences of opinion. Typically the driver does not take this role.</td>
    </tr>
    <tr>
      <td>Recorder</td>
      <td>Mob role</td>
      <td>Volunteers who capture notes such as context or design decisions on behalf of the mob.</td>
    </tr>
    <tr>
      <td>Researcher</td>
      <td>Mob role</td>
      <td>Volunteers who seek out information in real-time that is required for the mob to move forward.</td>
    </tr>
    <tr>
      <td>Navigator</td>
      <td>Mob role</td>
      <td>Direct the driver in what to do. Members of the mob not currently driving are assumed to be a navigator. Navigators can contribute to the mob in many ways.</td>
    </tr>
    <tr>
      <td>Driver</td>
      <td>Mob role</td>
      <td>The person currently at the keyboard, capturing the thoughts of the navigators as everyone works to solve a particular problem.</td>
    </tr>
    <tr>
      <td>Devil’s Advocate</td>
      <td>Mob role</td>
      <td>A navigator who takes a contrarian position to help make the mob’s designs stronger.</td>
    </tr>
    <tr>
      <td>Punch List</td>
      <td>Collaboration</td>
      <td>A task list used by the mob to track work items and select what to work on next. Punch lists can be text-based or graphical.</td>
    </tr>
    <tr>
      <td>Splinter Group</td>
      <td>Collaboration</td>
      <td>One or more members of the mob who break away from the main group to complete a routine task. Splinter groups can also investigate alternatives for review by the whole mob.</td>
    </tr>
    <tr>
      <td>Ridin’ Shotgun</td>
      <td>Collaboration</td>
      <td>A navigator who solely dictates the mob’s work to the exclusion of other navigators.</td>
    </tr>
    <tr>
      <td>Mute your mic</td>
      <td>Collaboration</td>
      <td>A navigator chooses to temporarily remain silent as a navigator to give other navigators a chance to contribute. Used as a way to kick start a slow mob or prevent one person from dominating the mob.</td>
    </tr>
    <tr>
      <td>Fight Club</td>
      <td>Collaboration</td>
      <td>A situation in which two or more participants fight over the direction of the mob with total disregard for the guiding principles of mutual respect and consideration. Extremely harmful to the mob, considered an anti-pattern.</td>
    </tr>
    <tr>
      <td>Natural Swap</td>
      <td>Collaboration</td>
      <td>A new driver takes the keyboard without prompting by either a member of the mob or timer at a “natural” break in the work, such as after a test passes or a refactoring step is completed.</td>
    </tr>
    <tr>
      <td>Forced Swap</td>
      <td>Collaboration</td>
      <td>A new driver takes the keyboard after being prompted by either a member of the mob or a timer.</td>
    </tr>
    <tr>
      <td>Distracted non-Participant</td>
      <td>Collaboration</td>
      <td>Navigators who are present in the mob but otherwise do not participate, perhaps distracted by other work.</td>
    </tr>
    <tr>
      <td>Thinking Out Loud</td>
      <td>Driving</td>
      <td>The driver articulates their current thinking as they are the prevailing expert in the room or see the path forward.</td>
    </tr>
    <tr>
      <td>Tell me what to write</td>
      <td>Driving</td>
      <td>A prompt drivers will sometimes use to engage help from navigators, inviting someone from the mob to direct the driver.</td>
    </tr>
    <tr>
      <td>Driving on Autopilot</td>
      <td>Driving</td>
      <td>A driver who proceeds without inputs from the rest of the mob.</td>
    </tr>
    <tr>
      <td>Plowing Through</td>
      <td>Driving</td>
      <td>A driver who, with the support of the mob, works on the task at hand with the intent of completing it as quickly and painlessly as possible. Often combined with the thinking out loud pattern.</td>
    </tr>
  </tbody>
</table>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 774 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Plant the Seed - Growth and Investment Philosophy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/plant-the-seed"/>
    <id>/plant-the-seed</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Rather, invest in the best greenhouse, and the most appropriate compost/soil, and then water as frequently as needed and let them grow.</p>

<blockquote>
  <p>After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.</p>
</blockquote>

<p>William Coyne, Head of R&amp;D at 3M</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 52 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Start with Why by Simon Sinek</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/start-with-why-by-simon-sinek"/>
    <id>/start-with-why-by-simon-sinek</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>‘Start with Why’ is an inspirational book by Simon Sinek that centers on asking yourself deep, meaningful questions that help you understand your purpose in life and exactly why you wish to actualize it. It talks about how you can achieve truly remarkable things by simply focusing on the ‘why’ associated with things.</p>

<p>You can get this book for free with a trial of audible using the link in the description of this video. Subscribe and turn on the notification bell so you don’t miss any future summaries.</p>

<p>The five main ideas proposed in the book include the following:</p>

<ul>
  <li>
    <p>Figuring out your core beliefs in life, your purpose in life and why you ought to nurture those principles and pursue that direction in life.</p>
  </li>
  <li>
    <p>All the inspirational leaders and successful organizations in the world always begin their journey with ‘why.’</p>
  </li>
  <li>
    <p>To inspire others, you need to show people why you are doing certain things a certain why. It is not always your actions, but why you implement them that inspire people.</p>
  </li>
  <li>
    <p>To achieve lasting success, stick to your goals and always be motivated to do something extraordinary, you MUST know your why and this applies to every aspect of your life.</p>
  </li>
  <li>
    <p>To sustain and skyrocket your growth, you must always keep focusing on the ‘why’ associated with your goals and you need to keep revisiting your goals and the ‘whys’ so you stay focused on what you must do and keep your goal in sight.</p>
  </li>
</ul>

<h2 id="chapter-1-assume-you-know">Chapter 1: Assume You Know</h2>

<p>The first chapter of the book talks about the different assumptions we make about different aspects of our life including our goals and often it is these assumptions that adversely affect our life</p>

<h2 id="chapter-2-carrots-and-sticks">Chapter 2: Carrots and Sticks</h2>

<p>In this chapter, Sinek talks about the 2 commonly employed methods to draw customers to make a purchase: inspiring the carrots wherein someone is inspired to make a purchase or manipulating sticks wherein different promotional and advertising tactics are used to manipulate customers into performing the desired call to action.</p>

<h2 id="chapter-3-the-golden-circle">Chapter 3: The Golden Circle</h2>

<p>This chapter discusses the core message of the book: the golden circle. According to Sinek, the golden circle is the right strategy every company and individual should exercise to achieve their goals and become successful in life. It has the ‘why’ at its core, which means one should first figure out their core purpose in life then move on to ‘how’ to achieve that purpose and then work on the ‘what’ part which encompasses the tasks one should carry out to achieve the why.</p>

<h2 id="chapter-4-this-is-not-opinion-this-is-biology">Chapter 4: This is Not Opinion, This is Biology</h2>

<p>The fourth chapter sheds some light on human biology and describes how we are designed to follow the golden circle because we have a desire to belong to something and fulfil our purpose in life.</p>

<h2 id="chapter-5-clarity-discipline-and-consistency">Chapter 5: Clarity, Discipline and Consistency</h2>

<p>In the fifth chapter, Sinek discusses the importance of following the Golden Circle strategy and highlights how it adds clarity, discipline and consistency to our lives.</p>

<h2 id="chapter-6-the-emergency-of-trust">Chapter 6: The Emergency of Trust</h2>

<p>This chapter highlights the importance of building trust with your clients, which can happen when organizations are motivated by compelling reasons to follow their purpose and focus more on serving their target market.</p>

<h2 id="chapter-7-how-a-tipping-point-tips">Chapter 7: How a Tipping Point Tips</h2>

<p>In this chapter, Sinek focuses on how companies can achieve their tipping point. He discusses the bell curve of product adoption and shows how a company needs to be aware of the laggards- customers who are never really satisfied and loyal to a business so the company can stop impressing them and focus more on the early adopters and early majority as they bring in business.</p>

<h2 id="chapter-8-start-with-why-but-know-how">Chapter 8: Start With Why But Know How</h2>

<p>The eighth chapter highlights how one should focus on discovering their whys to understand their goals.</p>

<h2 id="chapter-9-know-why-know-how-then-what">Chapter 9: Know Why. Know How. Then What?</h2>

<p>The ninth chapter focuses on creating the action plan so one knows what to do to fulfil the why and how.</p>

<h2 id="chapter-10-communication-is-about-listening">Chapter 10: Communication is about Listening</h2>

<p>This chapter highlights the significance of communicating effectively with your clients by listening to their demands. It also talks about how symbols add value to a company. A logo that people can associate a meaning with starts to inspire them because it speaks to them and when they feel connected to it, they use it to identify the company and become drawn to make a purchase from it.</p>

<h2 id="chapter-11-when-why-goes-fuzzy">Chapter 11: When Why goes Fuzzy</h2>

<p>This chapter talks about how companies experience setbacks when their why becomes fuzzy. Sinek discusses the example of Volkswagen to explain how one should never forget their why because that then leads to failure.</p>

<h2 id="chapter-12-split-happens">Chapter 12: Split Happens</h2>

<p>In the twelfth chapter, Sinek discusses how a company needs to be passionate about its work and how their passion must have a structure so it keeps on growing.</p>

<h2 id="chapter-13-the-origin-of-a-why">Chapter 13: The Origin of a Why</h2>

<p>Sinek talks about how to find your why, you must look inside you and not just rely on market research because your why always comes from within.</p>

<h2 id="chapter-14-the-new-competition">Chapter 14: The New Competition</h2>

<p>In this chapter, Sinek discusses how one should compete with his/ her own self because that’s when you can set higher benchmarks for yourself. Also, when you compete with yourself people are ready to help you. You miss that help when people see you competing against them.</p>

<p>Simon Sinek reminds the reader time and again how imbalance and chaos in our lives is a result of the absence of the clear why in your life.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 955 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Richest Man in Babylon by George S. Clason</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-richest-man-in-babylon-by-george-s.-clason"/>
    <id>/the-richest-man-in-babylon-by-george-s.-clason</id>
    <updated>2025-04-04T00:00:00+00:00</updated>
    <published>2025-04-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="introduction">Introduction</h2>

<p>The Richest Man in Babylon, written by George S. Clason, is an insightful guide which provides readers with invaluable financial advice which is applicable today. The advice is given in the form of stories and parables of ancient Babylon. Despite being published in 1926, the advice which Clason provides throughout this book is still as effective and applicable today as it was when it was first published.</p>

<h2 id="the-mediocrity-cycle">The Mediocrity Cycle</h2>

<p>Clason begins the first part of the book exploring the story of two friends who were reflecting upon where they were in their lives. Despite working hard, these two friends still found themselves struggling just to get by, and bemoaning the fact that no matter how hard they seemed to work, it was never enough. They could never quite achieve a level where they could accumulate wealth and riches to show for their hard work.</p>

<p>After much discussion, the two friends then start discussing another childhood friend that they know of, who was considered as the richest man in Babylon. This childhood friend was named Arkad, and after much discussion, the two friends decided to seek out Arkad in the hopes of gaining insight into his financial wisdom. When they finally met with Arkad and asked what he did to enable fate to bring him this wealth he had accumulated, Arkad immediately rebukes their assumption that it was because of fate that he was rich.</p>

<p>Arkad told his friends that they continued to remain poor “because you have either failed to learn the laws that govern the building of wealth, or else you do not observe them.” As a young boy, Arkad was quick to notice that wealth played a huge role in enhancing a person’s quality of life. Anything was possible when you had wealth on your side, and it was from that moment that Arkad as determined he would not live his life as a poor man.</p>

<p>On a quest to make his desire for wealth a reality, Arkad dedicated his time and effort into studying how a person could accumulate wealth. He worked as a scribe in the beginning, and spent many hours toiling over clay tablets writing down laws. One day, he asked a particular client who happened to be a money lender if he would be willing to teach him some of the secrets about money. The man agreed to take Arkad under his wing, and he began by teaching Arkad that a part of what you earn must be yours to keep.</p>

<h2 id="you-must-begin-by-paying-yourself-first">You Must Begin by Paying Yourself First</h2>

<p>The cost of everyday living can quickly eat away at your income, and when this happens, the money lender pointed out that you become a slave to your job. He encouraged Arkad to simply start by saving 10% of his income. The money that he ends up saving will eventually become money that you can use to start investing (which is when your money starts working for you). He taught Arkad that is was not how much you managed to save that matters, but the act of paying yourself from every income that was earned. That was how Arkad witnessed his savings grow into a satisfying amount over time.</p>

<p>The money lender in turn, was pleased with what he observed and he asked him to help manage part of his real estate. He would later go on to share his profits with Arkad. The moneylender’s wise lesson to Arkad was not to save to a point that he was penny-pinching, but to continue to enjoy life as long as his savings continued to grow steadily.</p>

<p>In this book, readers are also encouraged to pay themselves first while they are working to pay off their debts. Arkad learned to live with less money when he steadily set aside 10% of his income, and he shared his story with his two friends in the hopes that they might learn from it too.</p>

<h2 id="the-seven-secrets-of-wealth">The Seven Secrets of Wealth</h2>

<p>King Sargon, in Chapter 3 of this book, is worried that his city is getting poorer and he seeks out Arkad to ask him for his advice. Arkad reveals to the King what the seven secrets are to help increase wealth and “cure a lean purse”. Saving 10% of income was one of those secrets. The second secret was that a budget must be made, and it must be based on 9/10s of the income garnered so as to control spending. The third secret was to take measures to ensure that your money started working for you.</p>

<p>The fourth secret was to protect your wealth from loss, the fifth secret was to turn your home into an investment, the sixth secret was to insure a future income, and the seventh secret was to increase earning potential.</p>

<p>The subsequent and final chapters of the book reveal how these ancient Babylonian principles are still applicable today.</p>

<h2 id="conclusion">Conclusion</h2>

<p>Accumulating wealth is something that everyone can do, and it is with knowledge of how wealth and money works that will help you attain the financial freedom you desire.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-04, with 850 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Reframing your perception of what a one-on-one can accomplish</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/reframing-your-perception-of-what-a-one-on-one-can-accomplish"/>
    <id>/reframing-your-perception-of-what-a-one-on-one-can-accomplish</id>
    <updated>2025-04-03T00:00:00+00:00</updated>
    <published>2025-04-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/developer-skills/career-growth/how-engineers-can-use-one-on-ones-with-their-manager-to-accelerate-career-growth/</uri>
    </author>
    <content type="html"><![CDATA[<p>A well-structured one-on-one meeting with your manager isn’t just a check-in, it’s an opportunity to shape your work environment and career trajectory. You wouldn’t build a system without evaluating its constraints, dependencies, and long-term maintainability. Why approach your career any differently?</p>

<p>Start by shifting your mindset: These meetings are not status updates. Your manager already sees your pull requests, sprint velocity, and planning docs. Instead, use this time to highlight <em>what matters</em>–what you’ve shipped, the value it’s delivered, and where the friction is.</p>

<p>You can also use this space to validate decisions and gather context. If you’re weighing different paths forward, don’t just ask for approval–frame the conversation in terms of trade-offs:</p>

<blockquote>
  <p>“Here are the pros and cons of refactoring this service now versus later. How does this align with our broader business goals?”</p>
</blockquote>

<p>Treat your manager like a decision-making API: Feed in the relevant signals, surface what’s unclear, and work together on an informed response.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-03, with 158 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Using GitHub CoPilot</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/using-github-copilot"/>
    <id>/using-github-copilot</id>
    <updated>2025-04-03T00:00:00+00:00</updated>
    <published>2025-04-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I’ve been doing a bit of small scale personal development over recent weeks including building out some simple one-use case tools. I’ve found CoPilot and AI generally brilliant for this work.</p>

<p>I’m at a point in my career where I’ve been professionally hands-off for about 7 years and I’m a bit rusty in writing code. What I can do however, is read code and understand it and spot issues.</p>

<p>This makes CoPilot a perfect helper for me. I can ask it to produce the code I am looking for and check it for bugs, test that it performs how I expect and had asked for, prompt for more changes, or make some edits myself.</p>

<p>I wouldn’t class my personal development work as vibe coding which seems to be the meme du jour, It’s an educated prompt from an educate engineer and reviewing as if it were an open source contribution, it is small scale personal use so less concerns than perhaps where  I would be more wary for example of leaning on it for production systems in a corporate setting.</p>

<p>In that corporate setting I would flip the roles and have AI review my work, look for a failure to follow a design pattern, look for defensive coding gaps, look for performance issues and any missing test cases.</p>

          <p><center>***</center></p>
          <p> // Published 2025-04-03, with 218 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Human sorting improved</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/human-sorting-improved"/>
    <id>/human-sorting-improved</id>
    <updated>2025-04-02T00:00:00+00:00</updated>
    <published>2025-04-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Ned Batchelder</name>
      <uri>https://nedbatchelder.com/blog/202503/human_sorting_improved.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I wrote about this long ago (<a href="https://nedbatchelder.com/blog/200712/human_sorting.html">Human sorting</a>), but have continued to tweak the code and needed to <a href="https://github.com/nedbat/watchgha/commit/cfcd48ac3f24f5b76aa02caa695af13e37f38bcf">add it to a project</a> recently. Here’s the latest:</p>

  <div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>import re

def human_key(s: str) -&gt; tuple[list[str | int], str]:
    """Turn a string into a sortable value that works how humans expect.

    "z23A" -&gt; (["z", 23, "a"], "z23A")

    The original string is appended as a last value to ensure the
    key is unique enough so that "x1y" and "x001y" can be distinguished.

    """
    def try_int(s: str) -&gt; str | int:
        """If `s` is a number, return an int, else `s` unchanged."""
        try:
            return int(s)
        except ValueError:
            return s

    return ([try_int(c) for c in re.split(r"(\d+)", s.casefold())], s)

def human_sort(strings: list[str]) -&gt; None:
    """Sort a list of strings how humans expect."""
    strings.sort(key=human_key)
</code></pre></div>  </div>

  <p>The central idea here is to turn a string like <code class="language-plaintext highlighter-rouge">"Python 3.9"</code> into the key <code class="language-plaintext highlighter-rouge">["Python ", 3, ".", 9]</code> so that numeric components will be sorted by their numeric value. The re.split() function gives us interleaved words and numbers, and try_int() turns the numbers into actual numbers, giving us sortable key lists.</p>

</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-02, with 111 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Is Raycast still European-owned</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/is-raycast-still-european-owned"/>
    <id>/is-raycast-still-european-owned</id>
    <updated>2025-04-02T00:00:00+00:00</updated>
    <published>2025-04-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Reddit User</name>
      <uri>https://reddit.com</uri>
    </author>
    <content type="html"><![CDATA[<p>I thought this was an interesting position, coinciding with a piece on the Tech Meme Ride Home podcast.</p>

<blockquote>
  <p>Hi! I’m curious about Raycast’s ownership. I know it was founded in London, but does anyone know if it’s still primarily European-owned or if the majority ownership has shifted to American investors? I’m trying to reduce my reliance on American-owned products.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-04-02, with 61 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - April 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-04-2025"/>
    <id>/mixtape-music-04-2025</id>
    <updated>2025-04-01T00:00:00+00:00</updated>
    <published>2025-04-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-04.png" alt="Monthly Mixtape 2025-04" /></p>

<ol>
  <li>Sweetness - Jimmy Eat World</li>
  <li>orange show speedway - Lizzy McAlpine</li>
  <li>Never Let You Go - Third Eye Blind</li>
  <li>Voulez-Vous danser (2015 Remastered Version) - Ace of Base</li>
  <li>Red Alert (Jaxx Radio Mix) - Basement Jaxx</li>
  <li>Been Swank - The Von Bondies</li>
  <li>Bedroom Dancing (First Recording) - Day One</li>
  <li>Africa - Toto</li>
  <li>Sun Structures - Temples</li>
  <li>Whipsnade - Suede</li>
  <li>No Hotel Room - Kick Up the Fire</li>
  <li>7 Times Around the Sun - The Jim Jones Revue</li>
  <li>Step Into My World - Hurricane #1</li>
  <li>Bandages - Hot Hot Heat</li>
  <li>The Wire - HAIM</li>
  <li>You’re Stronger Than You Think - GoGo Penguin</li>
  <li>The Sun Keeps Shining On Me - Fonda</li>
  <li>You’ve Got the Love - Florence + the Machine</li>
  <li>Vampires - Fastball</li>
  <li>Animal Nitrate - Suede</li>
  <li>High and Dry - Radiohead</li>
  <li>North Country Boy - The Charlatans</li>
  <li>Cannonball - Damien Rice</li>
  <li>It’s the Same Old Song - Four Tops</li>
  <li>Great Heart - Johnny Clegg</li>
  <li>Memory - Sugarcult</li>
  <li>Sleep with the Lights On - The Wanton Bishops</li>
  <li>Ga Ga - Melanie C</li>
  <li>Dead Flowers for Her - Skywatchers</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-04-01, with 200 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A plea for pragmatic ambition</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-plea-for-pragmatic-ambition"/>
    <id>/a-plea-for-pragmatic-ambition</id>
    <updated>2025-03-29T00:00:00+00:00</updated>
    <published>2025-03-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Matt Edgar</name>
      <uri>https://blog.mattedgar.com/2025/03/29/between-the-tepid-bath-and-the-cloud-of-vapour-a-plea-for-pragmatic-ambition/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The bait, switch, and twist
It goes like this.</p>
  <ul>
    <li>
      <p>First the bait: an invitation to contribute to a multi-year strategy or plan. The service team marshal their best ideas. From their experience of performing live service at scale, they know these things would really shift the dial if stuck at for a sustained period. They have a set of initiatives, from the quick and easy to the higher value and more challenging to implement.</p>
    </li>
    <li>
      <p>But then the switch: at short notice “the ask,” anonymously from on high, has changed. Could they ditch the hard but high impact things and only include items proven to make a difference in a single financial year? With this new constraint, the team is suddenly recast as the Department of No, damned if they overcommit, damned if they underwhelm.</p>
    </li>
    <li>
      <p>And finally the twist: the plan is by now thoroughly pedestrian. When it goes to a higher echelon of decision-makers, they look on it and despair. Where’s the ambition? We don’t have long to fix it now. Could you just add something about AI? Here’s a mock-up I made in PowerPoint. How hard can it be?</p>
    </li>
  </ul>

  <p>I don’t blame the people involved for the behaviours that create this whiplash. We find it everywhere in our public conversation. The present-day woes of public service are easy to portray on the evening news. Meanwhile our online feeds are full of artfully staged demos involving humanoid robots and ethereally-voiced assistants. Unfortunately the messy work of innovation in between those polar opposites does not make for such compelling content.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-29, with 269 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to report a security issue in an open source project</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-report-a-security-issue-in-an-open-source-project"/>
    <id>/how-to-report-a-security-issue-in-an-open-source-project</id>
    <updated>2025-03-29T00:00:00+00:00</updated>
    <published>2025-03-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2025/mar/27/reporting-security-issues-in-oss/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>So you’ve found a security issue in an open source project – or maybe just a weird problem that you think might be a security problem. What should you do next?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-29, with 33 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Incomplete JSON Pretty Printer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/incomplete-json-pretty-printer"/>
    <id>/incomplete-json-pretty-printer</id>
    <updated>2025-03-29T00:00:00+00:00</updated>
    <published>2025-03-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2025/Mar/28/incomplete-json-pretty-printer/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Every now and then a log file or a tool I’m using will spit out a bunch of JSON that terminates unexpectedly, meaning I can’t copy it into a text editor and pretty-print it to see what’s going on.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-29, with 41 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Missing Vowels - Football Player Name Game Archive</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/missing-vowels"/>
    <id>/missing-vowels</id>
    <updated>2025-03-28T00:00:00+00:00</updated>
    <published>2025-03-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>One from the archives, I used to run a twitter bot that would tweet a footballer’s name with the vowels, spaces and hyphens removed and then tweet the answer a few minutes later.</p>

<p>The bit of python to do this  was</p>

<div class="language-python highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="n">stripped</span> <span class="o">=</span> <span class="nb">str</span><span class="p">.</span><span class="n">maketrans</span><span class="p">(</span><span class="nb">dict</span><span class="p">.</span><span class="n">fromkeys</span><span class="p">(</span><span class="s">'aeiouAEIOU -'</span><span class="p">))</span>
<span class="n">hidden_name</span> <span class="o">=</span> <span class="n">name</span><span class="p">.</span><span class="n">translate</span><span class="p">(</span><span class="n">stripped</span><span class="p">)</span>
</code></pre></div></div>

<p>Here’s also a handy method for making an anagram of a string</p>

<div class="language-python highlighter-rouge"><div class="highlight"><pre class="highlight"><code> <span class="k">def</span> <span class="nf">get_anagram_of_string</span><span class="p">(</span><span class="n">name</span><span class="p">):</span>
  <span class="n">letters</span> <span class="o">=</span> <span class="nb">list</span><span class="p">(</span><span class="n">name</span><span class="p">)</span>
   <span class="n">random</span><span class="p">.</span><span class="n">shuffle</span><span class="p">(</span><span class="n">letters</span><span class="p">)</span>
   <span class="k">return</span> <span class="s">''</span><span class="p">.</span><span class="n">join</span><span class="p">(</span><span class="n">letters</span><span class="p">)</span>
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2025-03-28, with 123 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Add Styled Alerts To GitHub Markdown Documents</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/add-styled-alerts-to-github-markdown-documents"/>
    <id>/add-styled-alerts-to-github-markdown-documents</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://docs.github.com/en/get-started/writing-on-github/getting-started-with-writing-and-formatting-on-github/basic-writing-and-formatting-syntax</uri>
    </author>
    <content type="html"><![CDATA[<p>The GFM (GitHub Flavoured Markdown) variant of markdown adds some nice features to our GitHub-rendered markdown documents.</p>

<p>One such feature that has been around for a couple years, but which I only just learned about, are these styled alerts. There are five of them each with a different color and icon to help convey meaning.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>```
&gt; [!NOTE]
&gt; Useful information that users should know, even when skimming content.

&gt; [!TIP]
&gt; Helpful advice for doing things better or more easily.

&gt; [!IMPORTANT]
&gt; Key information users need to know to achieve their goal.

&gt; [!WARNING]
&gt; Urgent info that needs immediate user attention to avoid problems.

&gt; [!CAUTION]
&gt; Advises about risks or negative outcomes of certain actions.
```
</code></pre></div></div>

<p>Visit the GitHub docs for <a href="https://docs.github.com/en/get-started/writing-on-github/getting-started-with-writing-and-formatting-on-github/basic-writing-and-formatting-syntax#alerts">Alerts</a> to see examples of how these render.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 139 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Check Your Public IP Address</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/check-your-public-ip-address"/>
    <id>/check-your-public-ip-address</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>If you visit <a href="https://checkip.amazonaws.com/">https://checkip.amazonaws.com/</a>, a plain text page will render that displays your current public IP address.</p>

<p>Alternatively, you can <code class="language-plaintext highlighter-rouge">cURL</code> this endpoint from the command line:</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>$ curl https://checkip.amazonaws.com/
</code></pre></div></div>

<p>Either way, you’ll get your IP address.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 45 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Great piece from Chase McCoy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/great-piece-from-chase-mccoy"/>
    <id>/great-piece-from-chase-mccoy</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jim Nielsen</name>
      <uri>https://notes.jim-nielsen.com/#2025-03-24T2151</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The rise of graph and database-like features in popular tools like Notion or Obsidian is a sign that the simple filesystem has failed us. And that failure has pushed us towards other solutions which require sacrificing ownership of our data.</p>

  <p>If an average consumer wanted to organize information like they might in Notion while maintaining ownership and storing their data locally, I literally do not know of a solution that doesn’t involve administrating a database. That’s crazy, right?</p>
</blockquote>

<p>I agree. That is crazy.</p>

<blockquote>
  <p>Our computers should be databases! We should be able to script them, access them using browser APIs, browse them via a first party application, etc. They should accrue data and knowledge over the course of our lifetimes, becoming more useful as we use them. They should be ours, something we can control and back up and preserve long after we’re gone.</p>
</blockquote>

<p>Yes. This is exactly what I want.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 155 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] SignalGate Is Bad But OPSEC Is Not Even the Worst Part Of It</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/signalgate-is-bad-but-opsec-is-not-even-the-worst-part-of-it"/>
    <id>/signalgate-is-bad-but-opsec-is-not-even-the-worst-part-of-it</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting TPM</name>
      <uri>https://talkingpointsmemo.com/edblog/signalgate-is-bad-but-opsec-isnt-even-the-worst-part-of-it</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Remember that when Trump held his notorious meeting with Vladimir Putin in Helsinki in 2019 he confiscated his translator’s notes and ordered him not to divulge anything that had been discussed. Remember that Trump got impeached over an extortion plot recorded in the government record of his phone call with President Zelensky. An intelligence analyst discovered what had happened and decided he needed to report the conduct. These aren’t hypotheticals. They’ve already happened. And he’s even been caught. Which is probably one reason there’s so much use of Signal.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 91 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Trigger A Workflow Via An API Call</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/trigger-a-workflow-via-an-api-call"/>
    <id>/trigger-a-workflow-via-an-api-call</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Set up a GitHub Actions workflow to run when triggered by an API call. This is done with the <code class="language-plaintext highlighter-rouge">workflow_dispatch</code> <a href="https://docs.github.com/en/actions/using-workflows/events-that-trigger-workflows#workflow_dispatch">event</a>.</p>

<p>First, we add <code class="language-plaintext highlighter-rouge">workflow_dispatch</code> to our workflow as a triggering event:</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>```yaml
on:
  workflow_dispatch:
```
</code></pre></div></div>

<p>Second, we create a fine-grained personal GitHub access token that has permissions for dispatching to GitHub Actions. More details on that in the <a href="https://docs.github.com/en/authentication/keeping-your-account-and-data-secure/managing-your-personal-access-tokens#creating-a-fine-grained-personal-access-token">GitHub docs</a>.</p>

<p>Then, we can use <code class="language-plaintext highlighter-rouge">cURL</code> or some other tool for issuing an HTTP POST request to <a href="https://docs.github.com/en/rest/actions/workflows?apiVersion=2022-11-28#create-a-workflow-dispatch-event">the workflow dispatch API endpoint</a>. The <code class="language-plaintext highlighter-rouge">cURL</code> request will look something like this:</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>```bash
curl -L \
  -X POST \
  -H "Accept: application/vnd.github+json" \
  -H "Authorization: Bearer &lt;YOUR-TOKEN&gt;"\
  -H "X-GitHub-Api-Version: 2022-11-28" \
  https://api.github.com/repos/OWNER/REPO/actions/workflows/WORKFLOW_ID/dispatches \
  -d '{"ref":"topic-branch","inputs":{"name":"Mona the Octocat","home":"San Francisco, CA"}}'
```
</code></pre></div></div>

<p>Note: we need to alter that URL with the <code class="language-plaintext highlighter-rouge">OWNER</code> and <code class="language-plaintext highlighter-rouge">REPO</code> that the workflow lives in as well as the <code class="language-plaintext highlighter-rouge">WORKFLOW_ID</code> which can be the name of the workflow file (e.g. <code class="language-plaintext highlighter-rouge">my-dispatchable-workflow.yml</code>).</p>

<p>This event also means that we can manually trigger the workflow from the GitHub Actions UI for that workflow.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 199 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Zettelkasten - Personal Knowledge Management System</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/zettelkasten"/>
    <id>/zettelkasten</id>
    <updated>2025-03-26T00:00:00+00:00</updated>
    <published>2025-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="what-is-it">What is it?</h2>

<p>Build a living web of ideas–not a filing cabinet (he says, using an emoji of a filing cabinet).</p>

<p>Instead of taking notes you never revisit, Zettelkasten helps you:</p>

<ul>
  <li>Capture useful insights from what you read.</li>
  <li>Connect ideas over time to spark new thinking.</li>
  <li>Continuously reuse your knowledge for writing, fundraising, and strategy.</li>
</ul>

<p>You know those non-profit leaders who always seem to have a killer blogpost at their fingertips, no matter the situation? This is how they’re doing it.</p>

<h2 id="how-it-works">How it works</h2>

<ol>
  <li>
    <p>Take atomic notes: When you read something interesting, distil the key insight in your own words (no copypasta). Each note should be one idea, one note–no long summaries.</p>
  </li>
  <li>
    <p>Link ideas: Connect new notes to existing ones. Found a great insight on community engagement? Link it to past notes on volunteer retention. Over time, this builds a network of knowledge.</p>
  </li>
  <li>
    <p>Surface insights, Review and revisit. This system naturally surfaces connections that fuel your writing, fundraising appeals, or strategic thinking.</p>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-03-26, with 174 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Software Engineering Problems</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/software-engineering-problems"/>
    <id>/software-engineering-problems</id>
    <updated>2025-03-24T00:00:00+00:00</updated>
    <published>2025-03-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Symptoms</p>

<ul>
  <li>You have a key person dependency and struggle to find time to generate documentation.</li>
  <li>Your onboarding process needs improvement and you struggle to find engineers free to support new staff.</li>
  <li>You have poor communication within the team</li>
  <li>You have poor code quality and high number of bugs against new work</li>
  <li>your cycle time is high (the time it takes from starting work to it being finished and released to Production)</li>
  <li>Lack of ownership or a sense of buy-in lacking within the group</li>
  <li>Lots of work in progress and constant context switching from your team.</li>
  <li>Problems seem to grow in size and teams struggle to know where to start.</li>
  <li>Work grinds to a halt when someone in the team is absent</li>
  <li>Associate or mid-level staff struggle to progress and grow into Senior.</li>
</ul>

<p>Medicine</p>

<ul>
  <li>Group programming</li>
  <li>Test-driven development</li>
  <li>One piece flow</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-03-24, with 144 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Football Narratives</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/football-narratives"/>
    <id>/football-narratives</id>
    <updated>2025-03-23T00:00:00+00:00</updated>
    <published>2025-03-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea women have just beaten Man City Women 2-1 away from home and the narrative around the game is super interesting to me in an atmosphere of criticising referees and VAR, pressure and discontent about outcomes.</p>

<ol>
  <li>Man City’s opening goal was offside and should not have counted. Coombs is the City player who runs across the eye-line of the Chelsea keeper at the moment the shot is struck.</li>
  <li>Man City continued to play after the referee blew the whistle for a foul in which Bright was booked resulting in the ball in the Chelsea net, whilst Hampton the goalkeeper is stood motionless.</li>
  <li>Chelsea scored an equaliser in the second half</li>
  <li>Chelsea scored the decisive winning goal in stoppage time.</li>
</ol>

<p>BBC coverage didn’t even contemplate or challenge the offside decision on the opening goal.</p>

<p>Here are two crude screenshots that show the offside player and proximity to the ball. This clearly influences the goalkeeper.</p>

<p><img src="/images/offside-claim1.png" alt="Coombs Offside" /></p>

<p><img src="/images/offside-claim2.png" alt="Coombs offside proximity" /></p>

<p>The only mention of an offside was in Cushing’s post match interview.</p>

<blockquote>
  <p>**Man City interim boss Nick Cushing, speaking to BBC One: **“There is a bit of frustration throughout the game for me. At half time we should come in at 2-0. Then I think with their first goal there is a tight offside.</p>
</blockquote>

<blockquote>
  <p>On the disallowed goal: “There was a foul on Laura Coombs a few minutes before that and we had a counter attacking moment - our threat was coming from Kerolin and Jess Park attacking quickly in those moments and I asked for the advantage to be played.</p>
</blockquote>

<p>BBC also use the language ‘disallowed goal’ for the second incident listed above. The goal was not disallowed as the play had stopped on the referee’s whistle. Disallowed goals are for when a goal is ruled out pending a decision. e.g, an offside flag, a VAR check. This is a semantic issue but drives a narrative that Man City were hard done by.</p>

<p>They could feel hard done by in the sense the ref didn’t play an advantage. The rules are clear If the referee plays advantage following a yellow-card offence, the card must be shown when the game next stops. However, if the offence was stopping or interfering with a promising attack, no card is shown, as the advantage allowed the promising attack to continue.</p>

<p>The referee could have played advantage and it could have been a goal, but the whistle did blow and some players did stop and no goal was actually disallowed, they were denied the opportunity to find out.</p>

<p>Here’s a screenshot of the offside call Cushing is making, marginal at best.</p>

<p><img src="/images/offside-claim3.png" alt="offside claim" /></p>

<p>As the Chelsea winner goes into the goal, there is an audible groan from Brown-Finnis the co-commentator. Perhaps it’s the unique way the BBC are funded as this isn’t the first time this has happened with Chelsea scoring winning goals. I recall correctly, Oatley a primary commentator has not commentated on a Chelsea Women’s game since.</p>

<p>Keating the City keeper also with a defeatist mindset, interesting ahead of the 4th meeting in 12 days between these sides coming next week. Perhaps good news for Chelsea.</p>

<blockquote>
  <p>**Man City goalkeeper Khiara Keating speaking to BBC One: **“You always come into these games to win and do your part for the team. We held on for so long but of course it [the winning goal] was bound to happen with Chelsea, but I am proud of the team and the performance.</p>
</blockquote>

<p>Perhaps if commentators and pundits remained impartial and spoke more factually the sentiment around referee’s particularly in the Women’s game where they are not yet full time and professional the discourse will not end up like the Men’s rather toxic equivalent.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-23, with 633 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Rule One - People First Culture and Radical Candor</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rule-number-one"/>
    <id>/rule-number-one</id>
    <updated>2025-03-23T00:00:00+00:00</updated>
    <published>2025-03-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>In any organization, fostering a culture that prioritizes people is essential. This means valuing each individual’s contribution to their team, promoting inclusivity, diversity, and ensuring that everyone feels respected and heard. I encourage debate and a difference of opinion. Stifling that would be detrimental the culture we are building however, how individuals communicate with others is critical. I’m a big fan of Radical Candor, but the key part is the respect in the messaging.</p>

<h2 id="one-fundamental-rule-that-encapsulates-this-ethos-is-the-simple-yet-powerful-directive-dont-be-a-dick">One fundamental rule that encapsulates this ethos is the simple yet powerful directive: “Don’t be a dick.”</h2>

<p>Treating others with kindness and respect is fundamental in creating a positive and productive environment where everyone can thrive.</p>

          <p><center>***</center></p>
          <p> // Published 2025-03-23, with 111 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Boys need role models</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/boys-need-role-models"/>
    <id>/boys-need-role-models</id>
    <updated>2025-03-19T00:00:00+00:00</updated>
    <published>2025-03-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting BBC</name>
      <uri>https://www.bbc.co.uk/news/articles/ceqjpzg0qwno</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Rather than turning to teachers, sports coaches or youth group leaders, Sir Gareth said he feared many young men were searching for direction online. There, he said they were finding a new kind of role model, one that too often did not have their best interests at heart.</p>

  <p>“These are callous, manipulative and toxic influencers, whose sole drive is for their own gain,” he said.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-19, with 67 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Do One Thing - Focus and Productivity Strategies</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/do-one-thing"/>
    <id>/do-one-thing-</id>
    <updated>2025-03-18T00:00:00+00:00</updated>
    <published>2025-03-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting dansinker.com</name>
      <uri>https://dansinker.com/posts/2025-03-16-one-thing/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Focus feels impossible right now. There is so much happening—so much awful news breaking at an unrelenting pace, so many warning signs and red flags being hoisted—that it feels like you can’t look away. At least, it feels like that to me. Which means that you’re looking at a cascade of horrors instead of the things you’re actually supposed to be doing.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-18, with 64 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] In the Way - Workplace Dynamics and Communication</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/in-the-way"/>
    <id>/in-the-way</id>
    <updated>2025-03-18T00:00:00+00:00</updated>
    <published>2025-03-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Rach Smith</name>
      <uri>https://rachsmith.com/in-the-way/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I was texting with my best friend. Her mum has cancer, and my friend is going through the brutality of watching it take her piece by piece, just as I did with my own mum 13 years ago.</p>

  <p>I was thinking about how to respond to the latest message, too personal to relay here, when a suggested reply, animated in glowing colours to let me know it was “intelligent” popped up: Hang in there!</p>

  <p>My thought process was immediately broken as I contemplated what an absolutely obscene thing it would be to send in that moment.</p>

  <p>What was already a tough moment, was somehow made worse.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-18, with 108 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How I manage my todos as a CEO</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-i-manage-my-todos-as-a-ceo"/>
    <id>/how-i-manage-my-todos-as-a-ceo</id>
    <updated>2025-03-16T00:00:00+00:00</updated>
    <published>2025-03-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Max Stoiber</name>
      <uri>https://mxstbr.com/notes/todos</uri>
    </author>
    <content type="html"><![CDATA[<p>Some good personal Kanban one piece flow</p>

<blockquote>
  <p>Most importantly:</p>

  <p>GTD-style “if it takes less than 2 minutes, do it immediately.”
Create todos for everything (and I mean, everything, including replying to people) that go into Inbox.
Always inbox zero across Slack/email/etc. Respond to slack messages/emails/etc. with “On my todo list to reply, will get back to you”.
Every morning sit down and prioritize todos that are in the Inbox into the Backlog. (and reprioritize existing Backlog list if it’s changed)</p>

  <p>Rarely (if never) do todos that you just created in the Inbox.</p>

  <p>Whenever I’m not in a meeting, open todo list and do top Backlog item.
Kanban board with five columns: Inbox, Backlog, Blocked, Delegated, Done</p>

  <p><strong>Most importantly</strong>:</p>

  <ol>
    <li>
      <p>GTD-style “if it takes less than 2 minutes, do it immediately.”</p>
    </li>
    <li>
      <p>Create todos for everything (and I mean, <em>everything, including replying to people</em>) that go into Inbox.</p>

      <ol>
        <li>Always inbox zero across Slack/email/etc. Respond to slack messages/emails/etc. with “On my todo list to reply, will get back to you”.</li>
      </ol>
    </li>
  </ol>

  <p>Every morning sit down and prioritize todos that are in the Inbox into the Backlog. (and reprioritize existing Backlog list if it’s changed)</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-16, with 199 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] In Praise of Normal Engineers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/in-praise-of-normal-engineers"/>
    <id>/in-praise-of-normal-engineers</id>
    <updated>2025-03-16T00:00:00+00:00</updated>
    <published>2025-03-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IEEE Spectrum</name>
      <uri>https://spectrum-ieee-org.cdn.ampproject.org/c/s/spectrum.ieee.org/amp/10x-engineer-2671288905</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Individual engineers don’t own software; engineering teams own software. It doesn’t matter how fast an individual engineer can write software. What matters is how fast the team can collectively write, test, review, ship, maintain, refactor, extend, architect, and revise the software that they own.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-16, with 46 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pitching for equality</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pitching-for-equality"/>
    <id>/pitching-for-equality</id>
    <updated>2025-03-16T00:00:00+00:00</updated>
    <published>2025-03-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting thechelsuk</name>
      <uri>https://www.bbc.co.uk/sport/football/articles/cy87lw1dgq2o</uri>
    </author>
    <content type="html"><![CDATA[<p>Mentioned on the BBC regarding the quality of the pitch for the Women’s League Cup final at Pride Park, 15th March 2025.</p>

<p>16th March, the Men’s cup final is at Wembley.</p>

<blockquote>
  <p>Embarrassing for a major cup final to be on a pitch this bad. That Chelsea left back area looks like pure mud. Rest of the pitch isn’t much better.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-16, with 62 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Daily RSS Feed - Jekyll Automation and Schedule Setup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/daily-rss-feed"/>
    <id>/daily-rss-feed</id>
    <updated>2025-03-15T00:00:00+00:00</updated>
    <published>2025-03-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I have been producing a <a href="/daily">daily rundown</a> using some scheduled python scripts for a while now. I use a shortcut on my iOS to alert and then open this webpage on a schedule (at sunrise).</p>

<p>However, I am almost always end up in my RSS reader of choice so thought about how I can make an RSS feed published through Jekyll’s build process.</p>

<p>Pages are normally static and posts are like a blog and are typically shown in RSS feeds as a new item. So this was a little trickier than anticipated as I needed to find the page and pull it’s content using the <code class="language-plaintext highlighter-rouge">assign</code> method in the Liquid syntax. I was then able to put together a pretty simple xml file.</p>

<p>I’ve included the <code class="language-plaintext highlighter-rouge">site.time</code> to process a date in the title and also in the pubDate so this should trigger a new feed everyday… Perhaps I’ll need to monitor if this changes on every build, but at best case it’ll be daily when the page changes, worst case it might be sent to my RSS reader multiple times a day with the same content. Perhaps changing the PubDate to just have a fixed time might solve that… lets experiment.</p>

<div class="language-xml highlighter-rouge"><div class="highlight"><pre class="highlight"><code>
---
---



<span class="cp">&lt;?xml version="1.0" encoding="UTF-8" ?&gt;</span>
<span class="nt">&lt;rss</span> <span class="na">version=</span><span class="s">"2.0"</span><span class="nt">&gt;</span>
  <span class="nt">&lt;channel&gt;</span>
    <span class="nt">&lt;title&gt;</span>Daily Rundown<span class="nt">&lt;/title&gt;</span>
    <span class="nt">&lt;link&gt;</span> site.url /daily<span class="nt">&lt;/link&gt;</span>
    <span class="nt">&lt;description&gt;</span> site.description <span class="nt">&lt;/description&gt;</span>
    <span class="nt">&lt;item&gt;</span>
      <span class="nt">&lt;title&gt;</span>Daily Rundown for  pub_date <span class="nt">&lt;/title&gt;</span>
      <span class="nt">&lt;link&gt;</span> site.url /daily<span class="nt">&lt;/link&gt;</span>
      <span class="nt">&lt;description&gt;</span>
      <span class="cp">&lt;![CDATA[  contents_of_page.content  ]]&gt;</span>
      <span class="nt">&lt;/description&gt;</span>
      <span class="nt">&lt;pubDate&gt;</span> site.time <span class="nt">&lt;/pubDate&gt;</span>
    <span class="nt">&lt;/item&gt;</span>
  <span class="nt">&lt;/channel&gt;</span>
<span class="nt">&lt;/rss&gt;</span>

</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2025-03-15, with 275 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[rss] T3 code</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/feeds"/>
    <id>/rss/t3-code</id>
    <updated>2025-03-07T00:35:00+00:00</updated>
    <published>2025-03-07T00:35:00+00:00</published>
    <category term="rss" label="Rss"/>
    <content type="html"><![CDATA[<p>theo of t3.gg fame has today launched <a href="https://t3.codes">https://t3.codes</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-03-07, with 9 words.</p>
          <p><center>***</center></p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Challenges UK&apos;s Demand for iCloud Back Door</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-challenges-uk's-demand-for-icloud-back-door"/>
    <id>/apple-challenges-uk&apos;s-demand-for-icloud-back-door</id>
    <updated>2025-03-07T00:00:00+00:00</updated>
    <published>2025-03-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting FT</name>
      <uri>https://www.ft.com/content/3d8fe709-f17a-44a6-97ae-f1bbe6d0dccd</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The Financial Times’ sources say that Apple has appealed the British government’s order to the Investigatory Power Tribunal, a judicial body that handles disputes with UK security services. If accurate, the challenge is believed to be the first of its kind. The Financial Times further reports that a hearing on Apple’s challenge to the order may take place as early as this month, although it is unclear to what degree the hearing will be made public.</p>
</blockquote>

<blockquote>
  <p>Yesterday, the Financial Times reported that Apple has filed a complaint against the UK government seeking to overturn a secret order demanding that it create “back door” access to iCloud. Apple has not commented on whether it received an order because doing so would violate UK law. Instead, the company announced that it would remove Advanced Data Protection, the feature that enables end-to-end iCloud encryption, from the devices of UK customers. However, that move did not end the dispute because the UK order reportedly applies not just to the iCloud accounts of UK citizens but also anyone outside the UK that British security services have a judicial warrant to investigate.</p>
</blockquote>

<blockquote>
  <p>The Financial Times’ sources say that Apple has appealed the British government’s order to the Investigatory Power Tribunal, a judicial body that handles disputes with UK security services. If accurate, the challenge is believed to be the first of its kind. The Financial Times further reports that a hearing on Apple’s challenge to the order may take place as early as this month, although it is unclear to what degree the hearing will be made public.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-07, with 268 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Delays Personalized Siri Intelligence Features</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-is-delaying-the-more-personalized-siri-apple-intelligence-features"/>
    <id>/apple-is-delaying-the-more-personalized-siri-apple-intelligence-features</id>
    <updated>2025-03-07T00:00:00+00:00</updated>
    <published>2025-03-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/2025/03/apple_is_delaying_the_more_personalized_siri_apple_intelligence_features</uri>
    </author>
    <content type="html"><![CDATA[<p>Apple seem to have a track record of over promising and failing to deliver on their own deadlines. At least they are working to get the quality right.</p>

<blockquote>
  <p>Here’s a statement I got this morning from Apple spokeswoman Jacqueline Roy, verbatim:</p>

  <blockquote>
    <p>“Siri helps our users find what they need and get things done quickly, and in just the past six months, we’ve made Siri more conversational, introduced new features like type to Siri and product knowledge, and added an integration with ChatGPT. We’ve also been working on a more personalized Siri, giving it more awareness of your personal context, as well as the ability to take action for you within and across your apps. It’s going to take us longer than we thought to deliver on these features and we anticipate rolling them out in the coming year.”</p>
  </blockquote>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-07, with 142 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Deleting 18F - Government Digital Service Closure</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/deleting-18f"/>
    <id>/deleting-18f</id>
    <updated>2025-03-03T00:00:00+00:00</updated>
    <published>2025-03-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Hillary Hartley</name>
      <uri>https://hillary.medium.com/deleting-18f-59fa6294628b</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>18F was not a drain on taxpayer dollars — it was a self-funded organization operating on a cost-recovery model. Government agencies chose to work with 18F and paid for their services because they delivered exceptional value. The claim that eliminating 18F serves “efficiency” is not just wrong — it’s a deliberate misrepresentation of how the organization actually functioned.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-03-03, with 60 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Questions for the End of a one-to-one</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/questions-for-the-end-of-a-one-to-one"/>
    <id>/questions-for-the-end-of-a-one-to-one</id>
    <updated>2025-02-28T00:00:00+00:00</updated>
    <published>2025-02-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Accidentally in Code</name>
      <uri>https://cate.blog/2025/02/25/questions-for-the-end-of-a-11/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I have a set of questions I ask in some variation at the end of my 1:1s.</p>
  <ul>
    <li>What are you taking away?</li>
    <li>What was most useful to you?
These two I got from my coach and I use them both at work and in my own coaching. The concrete questions are useful, but it can also be a source of implicit feedback about what was useful / what was less useful.</li>
    <li>Is there anything I can help you with or do for you?
It’s amazing to me how often this starts another conversation about what someone needs help with. I also like that it frames asking for help as a normal thing.</li>
    <li>Is there anything I can be doing better?</li>
    <li>
      <p>Is there anything I do that you particularly appreciate?
I ask these more periodically because I want it to be unexpected enough that people actually think about it and try to give me an answer. The second question is useful for getting at least some specifics if the first one doesn’t elicit any information.</p>
    </li>
    <li>Is there anything that I didn’t ask you that I should have?</li>
    <li>If I made you complain about one thing, what would it be?
Useful for flipping someone’s thinking around if I feel like there may be things I’m missing.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-28, with 220 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - March 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-03-2025"/>
    <id>/mixtape-music-03-2025</id>
    <updated>2025-02-28T00:00:00+00:00</updated>
    <published>2025-02-28T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-03.png" alt="Monthly Mixtape 2025-03" /></p>

<ol>
  <li>October Swimmer - JJ72</li>
  <li>Sympathy For The Devil - The Rolling Stones</li>
  <li>Leaders of the Free World - Elbow</li>
  <li>Don’t Leave Me This Way [feat. Sarah Jane Morris] - The Communards</li>
  <li>Karma Police (Remastered) - Radiohead</li>
  <li>Losing My Religion - R.E.M.</li>
  <li>Berlin - Black Rebel Motorcycle Club</li>
  <li>Burn the Witch - Radiohead</li>
  <li>Say Something - James</li>
  <li>That’s All Changed Forever - Embrace</li>
  <li>I Say a Little Prayer - Aretha Franklin</li>
  <li>Pick Up the Pieces - Gomez</li>
  <li>Into My Arms - The Cooper Temple Clause</li>
  <li>Better Together - Jack Johnson</li>
  <li>How We Operate - Gomez</li>
  <li>Always Like This - Bombay Bicycle Club</li>
  <li>Blind Pilots - The Cooper Temple Clause</li>
  <li>Protect Me from What I Want - Placebo</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">Apple Music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-28, with 140 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Shareholders Reject Anti-Diversity Proposal</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-shareholders-resoundingly-reject-proposal-to-ditch-inclusion-and-diversity-policies"/>
    <id>/apple-shareholders-resoundingly-reject-proposal-to-ditch-inclusion-and-diversity-policies</id>
    <updated>2025-02-27T00:00:00+00:00</updated>
    <published>2025-02-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/linked/2025/02/26/apple-shareholders-reject-proposl-to-ditch-diversity-policies</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>After a brief presentation about the anti-DEI proposal, Apple announced shareholders had rejected it. In a regulatory filing submitted Tuesday evening, Apple disclosed that 97% of the ballots cast were votes against the measure.</p>

  <p>APPLE SHOULD GET RID OF DEI RULES, NOT JUST MAKE ADJUSTMENTS TO THEM. DEI WAS A HOAX THAT HAS BEEN VERY BAD FOR OUR COUNTRY. DEI IS GONE!!!  - Trump</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-27, with 66 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Dora Assessment Template</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dora-assessment"/>
    <id>/dora-assessment</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><em>Notes: Complete this using a broad assessment and revisit every x time period (a time in keeping with the pace of the organisation, e.g. 6 months or 2 years)</em></p>

<p>Review of the 24 key capabilities of the Accelerate DevOps survey outcomes.</p>

<ul>
  <li><strong>Scoring:</strong> 1 (poor) to 5 (excellent)</li>
  <li><strong>Dated:</strong></li>
</ul>

<table>
  <thead>
    <tr>
      <th><strong>Continuous Delivery</strong></th>
      <th><strong>score</strong></th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>1. Use version control for all production artifacts</td>
      <td>1</td>
    </tr>
    <tr>
      <td>2. Automate your deployment processes</td>
      <td>1</td>
    </tr>
    <tr>
      <td>3. Implement continuous integration (CI)</td>
      <td>1</td>
    </tr>
    <tr>
      <td>4. Use trunk-based development processes</td>
      <td>1</td>
    </tr>
    <tr>
      <td>5. Implement test-automation</td>
      <td>1</td>
    </tr>
    <tr>
      <td>6. Support test data management</td>
      <td>1</td>
    </tr>
    <tr>
      <td>7. Shift left on security</td>
      <td>1</td>
    </tr>
    <tr>
      <td>8. Implement continuous delivery (CD).</td>
      <td>1</td>
    </tr>
    <tr>
      <td><strong>Architecture</strong></td>
      <td><strong>score</strong></td>
    </tr>
    <tr>
      <td>9. Use a loosely coupled architecture</td>
      <td>1</td>
    </tr>
    <tr>
      <td>10. Architect for empowered teams.</td>
      <td>1</td>
    </tr>
    <tr>
      <td><strong>Product and Process</strong></td>
      <td><strong>score</strong></td>
    </tr>
    <tr>
      <td>11. Gather and implement customer feedback</td>
      <td>1</td>
    </tr>
    <tr>
      <td>12. Make the work visible through value streams</td>
      <td>1</td>
    </tr>
    <tr>
      <td>13. Work in small batches</td>
      <td>1</td>
    </tr>
    <tr>
      <td>14. Foster and enable team experimentation.</td>
      <td>1</td>
    </tr>
    <tr>
      <td><strong>Lean Management and Monitoring</strong></td>
      <td><strong>score</strong></td>
    </tr>
    <tr>
      <td>15. Have a lightweight change approval process</td>
      <td>1</td>
    </tr>
    <tr>
      <td>16. Monitor across application and infrastructure to inform business decisions</td>
      <td>1</td>
    </tr>
    <tr>
      <td>17. Check system health proactively</td>
      <td>1</td>
    </tr>
    <tr>
      <td>18. Improve processes and manage work with WIP limits</td>
      <td>1</td>
    </tr>
    <tr>
      <td>19. Visualize work to monitor quality and communicate throughout the team</td>
      <td>1</td>
    </tr>
    <tr>
      <td><strong>Cultural</strong></td>
      <td><strong>score</strong></td>
    </tr>
    <tr>
      <td>20. Support a generative Westrum culture</td>
      <td>1</td>
    </tr>
    <tr>
      <td>21. Encourage and support learning</td>
      <td>1</td>
    </tr>
    <tr>
      <td>22. Support and facilitate collaboration among teams</td>
      <td>1</td>
    </tr>
    <tr>
      <td>23. Provide resources and tools that make work meaningful</td>
      <td>1</td>
    </tr>
    <tr>
      <td>24. Support or embody transformational leadership</td>
      <td>1</td>
    </tr>
  </tbody>
</table>

          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 306 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Objective Setting and Evidencing Guide</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/objective-setting-guide"/>
    <id>/objective-setting-guide</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><em>Notes: Publish this somewhere on the intranet or wiki, so it’s visible to your direct reports/teams. There should be no surprises</em></p>

<h2 id="purpose">Purpose</h2>

<p>The primary objective for each team, is to deliver on the strategic roadmap and BAU activity as required by the business and as such this is not reflected in individual objectives. It is our collective purpose.</p>

<p>Individual objectives are set around performance-based goals adjacent to this, with the aim to improve the holistic performance of the engineering function.</p>

<h2 id="method">Method</h2>

<ol>
  <li>Set one or two business-related objectives per engineer per quarter - these are often likely to be the same across engineers within a team as we aim for high-performing teams and not individuals.</li>
  <li>Additionally, and crucially, there is one personal objective per engineer per quarter to focus on personal development and growth, whether that is training on agile, specific technology or techniques, or perhaps working towards an Azure certification. These should be engineer-led but with agreement from the Head of Engineering.</li>
</ol>

<h2 id="objectives">Objectives</h2>

<ul>
  <li>Provide link to objective tooling e.g., HR system etc</li>
</ul>

<h2 id="evidence">Evidence</h2>

<p>Following a similar approach to science experiments at school in the UK, for those that remember them. Using the following outline provides a good template for succinct evidence.</p>

<ul>
  <li>Hypothesis (what do you expect to happen)</li>
  <li>Method (What steps did you take)</li>
  <li>Conclusion (what was the outcome)</li>
  <li>Evaluation (what will you try next time)</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 236 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Optimising for Alignment</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimising-for-alignment"/>
    <id>/optimising-for-alignment</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>We work in two-week cycles</li>
  <li>We constantly refine our backlog as a breakdown of our roadmap and additional work items (e.g. bugs, technical debt, process improvements).</li>
  <li>We have a golden thread from <code class="language-plaintext highlighter-rouge">Company objectives -&gt; Roadmap Items (Epics) -&gt; Features -&gt; Stories -&gt; Tasks</code></li>
  <li>We plan the cycle around a single <em>goal</em> That is a deliverable piece of value to our customers, we commit to deliver a number of work items to achieve that goal and prioritise these work items over everything else.</li>
</ul>


          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 87 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Optimising for Learning</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimising-for-learning"/>
    <id>/optimising-for-learning</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>We optimise for learning by not rushing into code, thinking more and planning well, such that we can uncover the simplest solution to a problem eliminating waste (you ain’t gonna need it YAGNI, keep it simple KIS, maximising the work not done)</p>

<p>We accept and welcome change, we embrace uncertainty and we estimate our work given what we knew at the time.</p>

<ul>
  <li>We assume we are wrong</li>
  <li>We work iteratively</li>
  <li>We control the variables</li>
  <li>We proceed in small steps</li>
  <li>We gather feedback</li>
  <li>We adopt an experimental approach to progress</li>
  <li>We review and reflect (<a href="https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum">inspection</a>) to find ways to improve our processes and ways of working (<a href="https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum">adaption</a>)</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 110 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Optimising for Openness and Transparency</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimising-for-openness"/>
    <id>/optimising-for-openness</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>We provide feedback on progress, challenges, blockers and issues early and often such that anyone is abreast of the current situation.</li>
  <li>Everyone strives and collectively collaborates for the common organizational objective, and no one has any hidden agenda</li>
  <li>We use different communication media for the benefit of group, e.g., follow up documentation, Teams posts, minutes from verbal chats.</li>
  <li>We are open with each other when we are unsure or find complexity or difficulty</li>
  <li>We over-communicate given many work in a remote setting, we follow-up and check understanding</li>
  <li>We are transparent and use facts as is. (<a href="https://www.scrum.org/resources/blog/three-pillars-empiricism-scrum">transparency</a>)</li>
</ul>


          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 99 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Optimising for Speed and Quality</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimising-for-speed-and-quality"/>
    <id>/optimising-for-speed-and-quality</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="speed--cycle-time--deployment-frequency">Speed = Cycle time &amp; Deployment Frequency</h2>

<p><strong>Cycle time</strong> = is a measure from the moment work starts to work being completed, by optimising for a low cycle time (<em>typically high performing teams have a cycle time of 24 hours</em>) then work is inevitably smaller, smaller changes are easier to review, easier to test and easier to deploy - reducing the impact of a big bang. Smaller releases means any failure can be identified and fixed more quickly e.g. rollback or fix forward.</p>

<p>Other variants of this metric include lead time - the time from story creation to work being completed and this includes the time an item is sat in a backlog, e.g. includes refinement and waiting time. Cycle Time can also be the time work is started (first commit) to PR being created, however, using Azure DevOps we’ll use their ticket cycle time as a proxy.</p>

<p><strong>Deployment frequency</strong>  = in order to push to production (<em>and high performing teams do this on demand multiple times a day [if the business can accept]</em>). Optimising for deployments means work has to be smaller to get the approval. The more often we deploy the quicker we are to add value for our customers, by releasing often we reduce the mean time to restore as we can easily deploy again a fix.</p>

<h2 id="quality--change-failure-rate--mean-time-to-restore">Quality = Change Failure Rate &amp; Mean Time To Restore</h2>

<p><strong>Change failure rate</strong> = is a measure of how often a deployment results in an incident, that is a degradation of service such that our users cannot perform the outcome intended, this isn’t the same as a bug. We measure this as a percentage of deployments that have failed <em>and high performing teams have a change failure rate of less than 3%</em> - By optimising for low change failure rate (or <strong>CFR</strong>) we end up with more deployments. A once a year deployment encompassing 12 months of changes has a much greater risk of failure and would be 100%. By increasing the number of deployments to say 26.. say once a sprint.. then the percentage for that one breaking change is 1/26 or 3.84% but if we do get to multiple deployments a day so 700 a year ish, that becomes 0.143% and elite!</p>

<p><strong>Mean time to restore</strong> = is a measure in hours of how long it takes to restore the service to a working state. <em>High performing teams typically restore within an hour</em>. Optimising for <strong><em>MTTR</em></strong> means having a strong CI/CD pipeline and the ability to revert a deployment, it’s a lot easier to revert a deployment when the change is smaller, reducing the impact on our customers. So by trying to optimise for restoration we value having a smaller deployment.</p>

<blockquote>
  <p>Quality is everyone’s responsibility - W. Edwards Deming</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 465 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Optimising for Teams</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/optimising-for-teams"/>
    <id>/optimising-for-teams</id>
    <updated>2025-02-24T00:00:00+00:00</updated>
    <published>2025-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>We work in small cross-functional teams with a focus on collaboration</li>
  <li>We have psychological safety</li>
  <li>We Encourage open and honest feedback in a caring way (<a href="https://www.radicalcandor.com/our-approach/">see Radical Candor</a>)</li>
  <li>We have trust (sharing vulnerabilities with the group)</li>
  <li>We Embrace conflict (utilising constructive and passionate debate over feigning agreement and “I don’t mind”)</li>
  <li>We commit (by disagreeing and committing whole-heartedly to the team decision)</li>
  <li>We are accountable (by calling out peers, leaders, or counterproductive behaviours to raise standards over ducking responsibility and blaming others)</li>
  <li>We pay attention to results (by focusing on team success over personal success, status, and ego).</li>
</ul>

<blockquote>
  <p>Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. - The Prime Directive.</p>
</blockquote>

<p>We take every opportunity keep people informed and to teach/coach/support our teammates.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-24, with 156 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Amazon will stop Kindle book downloads to your PC</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/amazon-will-stop-kindle-book-downloads-to-your-pc"/>
    <id>/amazon-will-stop-kindle-book-downloads-to-your-pc</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Verge</name>
      <uri>https://www.theverge.com/news/612898/amazon-removing-kindle-book-download-transfer-usb</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Amazon confirmed the removal of the book download feature in a statement to The Verge. “Customers can continue reading books previously downloaded on their Kindle device, and access new content through the Kindle app, Kindle for web, as well as directly through Kindle devices with WiFi capability,” said Amazon spokesperson Jackie Burke.</p>

  <p>Once this feature goes away, you’ll still be able to manually copy ebook files and other documents to Kindles over USB using Amazon’s apps or third-party solutions like Calibre. You just won’t be able to download copies of your purchased books to a computer.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 98 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Elegant Puzzle - Systems of Engineering Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/elegant-puzzle"/>
    <id>/elegant-puzzle</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#introduction">Introduction</a></li>
  <li><a href="#organisations">Organisations</a>
    <ul>
      <li><a href="#sizing-teams">Sizing teams</a></li>
      <li><a href="#staying-on-the-path-to-high-performing-teams">Staying on the path to high-performing teams</a></li>
      <li><a href="#a-case-against-top-down-global-optimisation">A case against top-down global optimisation</a></li>
      <li><a href="#productivity-in-the-age-of-hypergrowth">Productivity in the age of hyper-growth</a></li>
      <li><a href="#where-to-stash-your-organisation-risk">Where to stash your organisation risk?</a></li>
      <li><a href="#succession-planning">Succession planning</a></li>
    </ul>
  </li>
  <li><a href="#tools">Tools</a>
    <ul>
      <li><a href="#introduction-to-systems-thinking">Introduction to systems thinking</a></li>
      <li><a href="#product-management-exploration-selection-validation">Product management: exploration, selection, validation</a></li>
      <li><a href="#vision-and-strategies">Vision and strategies</a></li>
      <li><a href="#metrics-and-baselines">Metrics and baselines</a></li>
      <li><a href="#guiding-broad-organisational-change-with-metrics">Guiding broad organisational change with metrics</a></li>
      <li><a href="#migrations-the-sole-scalable-fix-to-tech-debt">Migrations: the sole scalable fix to tech debt</a></li>
      <li><a href="#running-an-engineering-reorg">Running an engineering reorg</a></li>
      <li><a href="#identify-your-controls">Identify your controls</a></li>
      <li><a href="#career-narratives">Career narratives</a></li>
      <li><a href="#model-document-and-share">Model, document and share</a></li>
      <li><a href="#scaling-consistency-designing-centralised-decision-making-groups">Scaling consistency: designing centralised decision-making groups</a></li>
      <li><a href="#presenting-to-senior-leadership">Presenting to senior leadership</a></li>
      <li><a href="#time-management">Time management</a></li>
      <li><a href="#communities-of-learning">Communities of learning</a></li>
    </ul>
  </li>
  <li><a href="#approaches">Approaches</a>
    <ul>
      <li><a href="#work-the-policy-not-the-exceptions">Work the policy not the exceptions</a></li>
      <li><a href="#saying-no">Saying no</a></li>
      <li><a href="#your-philosophy-of-management">Your philosophy of management</a></li>
      <li><a href="#managing-in-the-growth-plates">Managing in the growth plates</a></li>
      <li><a href="#ways-engineering-managers-get-stuck">Ways engineering managers get stuck</a></li>
      <li><a href="#partnering-with-your-manager">Partnering with your manager</a></li>
      <li><a href="#finding-managerial-scope">Finding managerial scope</a></li>
      <li><a href="#setting-organisation-direction">Setting organisation direction</a></li>
      <li><a href="#close-out-solve-or-delegate">Close out, solve, or delegate</a></li>
    </ul>
  </li>
  <li><a href="#culture">Culture</a>
    <ul>
      <li><a href="#opportunity-and-membership">Opportunity and membership</a></li>
      <li><a href="#select-project-leads">Select project leads</a></li>
      <li><a href="#make-your-peers-your-first-team">Make your peers your first team</a></li>
      <li><a href="#consider-the-team-you-have-for-senior-positions">Consider the team you have for senior positions</a></li>
      <li><a href="#company-culture-and-managing-freedoms">Company culture and managing freedoms</a></li>
      <li><a href="#kill-your-heroes-stop-doing-it-harder">Kill your heroes, stop doing it harder</a></li>
    </ul>
  </li>
  <li><a href="#careers">Careers</a>
    <ul>
      <li><a href="#roles-over-rocket-ships-and-why-hypergrowth-is-weak-predictor-of-personal-growth">Roles over rocket ships, and why hypergrowth is weak predictor of personal growth</a></li>
      <li><a href="#running-a-humane-interview-process">Running a humane interview process</a></li>
      <li><a href="#cold-sourcing-hire-someone-you-dont-know">Cold sourcing: hire someone you don’t know</a></li>
      <li><a href="#hiring-funnel">Hiring funnel</a></li>
      <li><a href="#performance-management-systems">Performance management systems</a></li>
      <li><a href="#career-levels-designation-momentum-level-splits-etc">Career levels, designation momentum, level splits, etc.</a></li>
      <li><a href="#creating-specialised-roles-like-sre-or-tpms">Creating specialised roles, like SRE or TPMs</a></li>
      <li><a href="#designing-an-interview-loop">Designing an interview loop</a></li>
    </ul>
  </li>
  <li><a href="#appendix">Appendix</a>
    <ul>
      <li><a href="#tools-for-operating-a-growing-organisation">Tools for operating a growing organisation</a></li>
      <li><a href="#useful-books">Useful books</a></li>
      <li><a href="#useful-papers">Useful papers</a></li>
    </ul>
  </li>
</ul>

<h2 id="introduction">Introduction</h2>

<p>Organisational design gets the right people in the right places, empowers them to make decisions, and then holds them accountable for their results.</p>

<h2 id="organisations">Organisations</h2>

<p>An organisation is a collection of people working toward a shared goal.</p>

<p>Organisational design is the attempt ot understand why some create such energy and others create mostly heat: friction, frustration, and politics.</p>

<h3 id="sizing-teams">Sizing teams</h3>

<p>The fundamental challenge of organisational design is sizing teams.</p>

<p><strong>Managers should support six to eight engineers.</strong> This gives them enough time for active coaching, coordinating, and furthering their team’s mission by writing strategies, leading change and so on.</p>

<ul>
  <li>Fewer than four engineers tend to function as <strong>Tech Lead Managers</strong>, taking on a share of design and implementation work.</li>
  <li>Managers supporting more than eight or nine engineers act as <strong>coaches</strong> and safety nets for problems.</li>
</ul>

<p><strong>Managers-of-managers should support four to six managers.</strong> This gives them enough time to coach, align with stakeholders, and to do a reasonable amount of investment in their organisation.</p>

<ul>
  <li>Managers supporting fewer than four other managers should be in a period of active learning.</li>
  <li>Supporting a large team of managers leaves you functioning purely as a problem-solving coach.</li>
</ul>

<p><strong>On-call rotations want eight engineers.</strong> It is sometimes necessary to pool multiple teams together to reach the eight engineers necessary for a 24/7 on-call rotation.</p>

<p><strong>Small teams (&lt; 4 members) are not teams.</strong> Fewer than four individuals are sufficiently leaky abstraction that they function indistinguishably from individuals.  A few tips:</p>

<ul>
  <li>Teams should be six to eight during steady state.</li>
  <li>To create a new team, grow an existing team to eight to ten, and then bud into two teams of four or five.</li>
  <li>Never create empty teams.</li>
  <li>Never leave managers supporting more than eight individuals.</li>
</ul>

<h3 id="staying-on-the-path-to-high-performing-teams">Staying on the path to high-performing teams</h3>

<p>Four stages of a team</p>

<ul>
  <li><strong>A team is falling behind</strong> if each week their backlog is longer than it was the week before. To fix this, hire new people and increase capacity.</li>
  <li><strong>A team is treading water</strong> if they’re able to get their critical work done, but are not able to paying down technical debt or begin major new projects. To fix this, consolidate team efforts to finish more things, and reduce concurrent work until able to begin repaying debt.</li>
  <li><strong>A team is repaying debt</strong> when they’re able to start paying down tech debt, and are beginning to benefit from the debt repayment snowball. To fix this, add time to pay debt.</li>
  <li><strong>A team is innovating</strong> when their technical debt is sustainably low, morale is high, and the majority of work is satisfying new user needs. To fix this maintain enough slack in your team’s schedule so that the team can build quality into their work.</li>
</ul>

<p>For each constraint, prioritise one team at a time, this is particularly important for hiring.</p>

<p>Adding new individuals to a team disrupt the team. It is much easier to have rapid growth periods for any given team, followed by consolidation/gelling periods.</p>

<h3 id="a-case-against-top-down-global-optimisation">A case against top-down global optimisation</h3>

<h4 id="team-first">Team first</h4>

<p>Sustained productivity comes from high-performing teams, be hesitant to disassemble them.</p>

<p>A proposed model is to rapidly hiring into teams loaded down by technical debt, not into innovating teams, which avoids incurring re-gelling costs on high-performing teams.</p>

<h4 id="fixed-costs">Fixed costs</h4>

<p>Moving one person can shift an innovating team back into falling behind.</p>

<h4 id="slack">Slack</h4>

<p>Don’t add more resources to a team with visible slack, inverse does not apply.</p>

<p>In defence of having slack, teams put spare capacity to great use by improving areas within their aegis, in bot incremental and novel ways.</p>

<h4 id="shift-scope-rotate">Shift scope; rotate</h4>

<p>It’s more fruitful to move scope between teams. If a team has significant slack, then incrementally move responsibility to them.</p>

<p>Another approach is to rotate individuals for a fixed period into an area that needs help.</p>

<h3 id="productivity-in-the-age-of-hypergrowth">Productivity in the age of hypergrowth</h3>

<h4 id="more-engineers-more-problems">More engineers, more problems</h4>

<p>Integrating large numbers of engineers is hard. The challenge depends on how quickly you can ramp engineers up ot self-sufficient productivity. You can quickly find a scenario in which untrained engineers increasingly outnumber the trained ones.</p>

<p>It is not just training and hiring tho:</p>

<ol>
  <li>For every additional order of magnitude of engineers, you need to design and maintain a new layer of management.</li>
  <li>For every ~10 engineers, you need an additional team and more coordination.</li>
  <li>You’ll need to improve your development tools</li>
  <li>More deployments drive more outages.</li>
  <li>Relative time invested in on-call goes up.</li>
</ol>

<p>At high enough rates, the marginal added value of hiring gets very slow, especially if your training process is weak.</p>

<h4 id="systems-survive-one-magnitude-of-growth">Systems survive one magnitude of growth</h4>

<p>If your company is designing systems to last one order of magnitude and doubling every six months, then you’ll have to re-implement every system twice every three years.</p>

<p>The real productivity killer is not the system rewrites, but the migrations that follow up those rewrites.</p>

<h4 id="ways-to-manage-entropy">Ways to manage entropy</h4>

<p>You only get value from projects when they finish. When your company has decided that is going to grow you cannot stop it from growing. However, you absolutely can concentrate that growth, such that your teams alternate between periods of rapid hiring and periods of consolidation and gelling.</p>

<p>Companies do major investments in both new-hire bootcamps and recurring educational classes.</p>

<p>If you could get training down to four weeks, imagine how quickly you could hire without overwhelming the existing team!</p>

<p>Create a rotation for people who are available to answer questions, and train your team not to answer other forms of interruptions. It may be useful to define an <em>ownership registry</em> and document who owns what.</p>

<p>The best solution to frequent interruptions is a culture of documentation, optimised for reading and searching.</p>

<p>The most important opportunity is designing your software to be flexible. If you are going to rewrite your systems every few years due to increased scale, let’s avoid any unnecessary rewrites.</p>

<p>An anti-pattern is the gatekeeper pattern. Having people who perform gatekeeping activities create very odd social dynamics, build systems with sufficient isolation so when they occasionally fail, make sure that they fail with a limited blast radius.</p>

<hr />

<p>As a closing though, the way you handle urgent project requests when you’re already underwater is by learning to say no.</p>

<h3 id="where-to-stash-your-organisation-risk">Where to stash your organisation risk?</h3>

<p>The idea of <em>organisational debt</em> is sibling of <em>technical debt</em>, for example a toxic culture, struggling leader, etc.</p>

<p>These problems bubble up from your peers, skip-level one-on-ones, and organisational health surveys.</p>

<p>Identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly.</p>

<p>It’s best to only delegate solvable risk. If something isn’t likely to end well, hold the bag yourself, you’re almost certainly the best positioned to take responsibility.</p>

<h3 id="succession-planning">Succession planning</h3>

<p>Succession planning is thinking through how the organisation would function without you.</p>

<p>First, figure out what you do:</p>

<ul>
  <li>Look at your calendar and write down <strong>your role in meetings</strong>.</li>
  <li>Take a pass on you calendar for non-meeting stuff.</li>
  <li>Look out for <strong>recurring processes</strong>, like roadmap, planning, performance calibrations, etc. and document your role in each of those processes.</li>
  <li>For each of the <strong>individuals you support</strong>, in which areas are your skills and actions most complementary to theirs?</li>
  <li>Audit inbound chats and emails for requests and questions coming your way.</li>
  <li>Look at the categories of the work you’ve completed over the past six months.</li>
  <li>Think on the <strong>external relationships</strong> that have been important for your current role.</li>
</ul>

<p>For each item try to identify individuals who could readily take on that work. If you cannot find someone, identify a handful of individuals who could potentially take over.</p>

<p>Filter the gaps down to two lists:</p>

<ol>
  <li><em>Easiest gaps to close</em>, It may require a written document or quick introduction.</li>
  <li><em>Riskiest gaps</em>, areas where you’re uniquely valuable to the company.</li>
</ol>

<p>Write up a plan to close all of the easy gaps and <em>onw or two</em> the riskiest gaps. This is a great exercise to run once a year to identify things you could be delegating.</p>

<h2 id="tools">Tools</h2>

<p>The key tools for leading efficient change are systems thinking, metrics and vision/</p>

<h3 id="introduction-to-systems-thinking">Introduction to systems thinking</h3>

<p>You should read about <a href="https://www.goodreads.com/book/show/3828902-thinking-in-systems"><em>Thinking in Systems: a Primer</em></a> by Donella H. Meadows.</p>

<p>Systems thinking makes the observation that links between events are often more subtle than they appear.</p>

<h4 id="developer-velocity">Developer velocity</h4>

<p>Recommended reading <a href="https://www.goodreads.com/book/show/39211555-accelerate"><em>Accelerate: The Science of Lean Software and DevOps</em></a> by Nicole Forsgren, Gene Kim, and Jez Humble.</p>

<p>To measure developer velocity:</p>

<ul>
  <li><strong>Delivery lead time</strong>, time from the creation of code to its use in production</li>
  <li><strong>Deployment frequency</strong></li>
  <li><strong>Change fail rate</strong>, how frequent changes fail</li>
  <li><strong>Time to restore service</strong>, time spent recovering from defects</li>
</ul>

<p>Any difficult problem is worth trying to represent as a system. There are a few tools that can help you out: Stella and Insight Maker.</p>

<h3 id="product-management-exploration-selection-validation">Product management: exploration, selection, validation</h3>

<p>Many engineering organisations separate engineering and product leadership into distinct roles. This is ideal because they thrive in different perspectives and priorities.</p>

<p>As an engineering leader, you may have to cover both roles temporarily.</p>

<p>Product management is an iterative elimination tournament.</p>

<ol>
  <li><strong>Problem discovery.</strong> Exploring the different problems that you could pick to solve. You populate the problem space based on:
    <ul>
      <li><strong>Users’ pain</strong>, problems that your users experience</li>
      <li><strong>Users’ purpose</strong>, what motivates your users to engage with your systems</li>
      <li><strong>Benchmark</strong>, how your company compares to competitors. Areas in which you are weak, <em>consider</em> investing in</li>
      <li><strong>Cohorts</strong>, what is hiding behind your clean distributions</li>
      <li><strong>Competitive advantages</strong>, areas where you’re exceptionally strong</li>
      <li><strong>Competitive moats</strong>, extreme version of a competitive advantage. Allows you to pursue offerings that others simply cannot</li>
      <li><strong>Compounding leverage</strong>, blocks you could start building today that would compound into major product or technical leverage over time.</li>
    </ul>
  </li>
  <li><strong>Problem selection</strong>, narrow down to a specific problem portfolio
    <ul>
      <li><strong>Surviving round</strong>, what do you need to survive current round</li>
      <li><strong>Surviving the next round</strong>, where do you need to be when the next round in order to avoid getting eliminated?</li>
      <li><strong>Winning rounds</strong></li>
      <li><strong>Consider different time frames.</strong> Assumptions about the correct time frame to optimise for</li>
      <li><strong>Industry trends</strong>, where do you think the industry is moving</li>
      <li><strong>Return on investment</strong>, try ordering problems by expected return on investment</li>
      <li><strong>Experiments to learn</strong></li>
    </ul>
  </li>
  <li><strong>Solution validation</strong>, it’s easy to jump directly into execution, but it’s well worth to have an explicit solution validation phase.
    <ul>
      <li><strong>Write a customer letter</strong>, useful to test against actual users</li>
      <li><strong>Identify prior art</strong>, it’s better to rely on people you have some connection to instead of on conference talks, there is lot of misinformation out there.</li>
      <li><strong>Find reference users</strong></li>
      <li><strong>Prefer experimentation over analysis</strong>, get good at cheap validation</li>
      <li><strong>Find the path more quickly travelled</strong>, try to find the cheapest way to validate</li>
      <li><strong>Justify switching costs</strong>, the cost of switching for users to move to your solution</li>
    </ul>
  </li>
</ol>

<h3 id="vision-and-strategies">Vision and strategies</h3>

<p>When jumping from supporting managers and supporting their managers alignment may be difficult to handle. Agreeing on strategy and vision is the most effective approach for alignment at scale.</p>

<p><em>Strategies</em> are grounded documents which explain trade-offs and actions that will be taken to address as specific challenge.</p>

<p><em>Visions</em> are aspirational documents that enable individuals who don’t work closely together to make decisions that fit together cleanly.</p>

<h4 id="strategy">Strategy</h4>

<p>Specific actions that address a given challenge’s constraints. Recommended reading <a href="https://www.goodreads.com/book/show/11721966-good-strategy-bad-strategy"><em>Good strategy / Bad Strategy: The difference and why it matters</em></a> by Richard Rumelt.</p>

<p>The <em>diagnosis</em> is a theory describing the challenge at hand. Before you’ve even finished reading a great diagnosis, you’ll often have identified several good candidate approaches.</p>

<p>The second step is to identify <em>policies</em> that you will apply to address the challenge. Describe the general approach that you’ll take, and are often trade-offs between two competing goals.</p>

<p>When you apply your guiding policies to your diagnosis, you get your <em>actions</em>. This is the easiest part to write, however publishing it and following through with it can be significant test of your commitment.</p>

<p>Because strategies are specific to a given problem, it’s okay to write a few of them. The act of writing a strategy leads folks through a systematic analysis.</p>

<h4 id="vision">Vision</h4>

<p>If strategies describe the harsh trade-offs necessary to overcome a particular challenge, then <em>visions</em> describe a future in which those trade-offs are no longer mutually exclusive. <strong>An effective vision helps folks think beyond the constraints of their local maxima</strong>, and lightly aligns progress without requiring tight centralised coordination.</p>

<p>Visions should be detailed, but the details are used to illustrate the dream vividly, not prescriptively constraint with its possibilities. Good visions are composed of:</p>

<ul>
  <li><strong>Vision statement</strong>, a one or two sentence aspirational statement to summarise the rest of the document.</li>
  <li><strong>Value proposition</strong>, how will you be valuable to your users and your company?</li>
  <li><strong>Capabilities</strong>, what capabilities will the product, platform, or team need in order to deliver on your value proposition?</li>
  <li><strong>Solved constraints</strong>, constraints that you’re limited by today, but that in future you’ll no longer be constrained by?</li>
  <li><strong>Future constraints</strong>, constraints that you expect to encounter in this wonderful future?</li>
  <li><strong>Reference materials</strong>, link to all resources for those who want to understand more of the thinking that went into the vision.</li>
  <li><strong>Narrative</strong>, synthesise all those details into a short, maybe one page, narrative that serves as an easy-to-digest summary.</li>
</ul>

<p><strong>A vision is succeeding when people reference the document to make their own decisions.</strong></p>

<p>Some additional tips:</p>

<ul>
  <li><strong>Test the document</strong> sit down with a few different folks to get their perspectives and iterate.</li>
  <li><strong>Refresh periodically</strong></li>
  <li><strong>Write simply</strong> You’ll likely want <em>one vision for every complete distinct area, but no more</em>.</li>
</ul>

<h3 id="metrics-and-baselines">Metrics and baselines</h3>

<p>Goals decouple the “what” from the “how”</p>

<p>Goals are a composition of</p>

<ol>
  <li>A <strong>target</strong> states where you want to reach</li>
  <li>A <strong>baseline</strong> identifies where you are today</li>
  <li>A <strong>trend</strong> describes the current velocity</li>
  <li>A <strong>time frame</strong> sets bounds for the change</li>
</ol>

<p>Two interesting kinds of goals: investments and baselines. Investments describe a future state that you want to reach, and baselines describe aspects of the present that you want to preserve.</p>

<p>The best way to avoid unintended outcomes is to pair your investments goals with baseline metrics (countervailing metrics).</p>

<p>The most common way to use goals is during s planning process. You’ll probably want to identify more baseline goals than investment goals.</p>

<p>OKRs are useful, lightweight structure to start from.</p>

<h3 id="guiding-broad-organisational-change-with-metrics">Guiding broad organisational change with metrics</h3>

<p>Metrics are an extremely effective way to lead change with little or no organisational authority.</p>

<ol>
  <li><strong>Explore</strong>: The first step is to get data in an explorable format in your data warehouse.</li>
  <li><strong>Dive</strong>: Go deep on understanding the levers.</li>
  <li><strong>Attribute</strong>: Diving will uncover one team who are nominally accountable for the metric’s performance.</li>
  <li><strong>Contextualise</strong>: Start to build context around each team’s performance by doing benchmarking against a small handful of cohorts like backend, frontend or infrastructure.</li>
  <li><strong>Nudge</strong>: Nudge them for action! Send push notifications, typically email, to teams whose metric has changed recently, both in terms of absolute change and in terms of their benchmarked performance against their cohort. Recommended read <a href="https://www.goodreads.com/book/show/2527900.Nudge">Nudge</a>.</li>
  <li><strong>Baseline</strong> some cases contextualised nudges are not enough, you may need to agree on the baseline metrics for performance.</li>
  <li><strong>Review</strong> hopefully you won’t need to reach, is running a monthly or quarterly review that looks each team’s performance.</li>
</ol>

<h3 id="migrations-the-sole-scalable-fix-to-tech-debt">Migrations: the sole scalable fix to tech debt</h3>

<p>Migrations matter because they are usually the only available avenue to make meaningful progress on technical debt.</p>

<p>Each migration aims to create technical leverage. Moving from VMs to containers, rolling out circuit-breaking, moving to the new build tool… If you don’t get effective at software and system migrations, you’ll end up languishing in technical debt.</p>

<h4 id="de-risk">De-risk</h4>

<p>Write a <strong>design document</strong> and shop it with the teams that you believe will have the hardest time migrating. Test it against the next six to twelve months of the roadmap and iterate.</p>

<p><strong>Embed into the most challenging one or two teams</strong>, and work side by side with them to build, evolve, and migrate to the new system.</p>

<p><strong>Each team who endorses a migration is making a bet on you</strong>.</p>

<h4 id="enable">Enable</h4>

<p>It’s better to slow down and build tooling to programmatically migrate the easy 90 percent, it reduces the cost radically.</p>

<p>Figure out the <strong>self-service tooling and documentation</strong> that you can provide to allow teams to make the necessary changes without getting stuck. The best migration tools are incremental and reversible.</p>

<p>Documentation and self-service tooling are products, and they thrive under the same regime.</p>

<h4 id="finish">Finish</h4>

<p>The last phase of a migration is deprecating the legacy system that you’ve replaced. It requires 100 percent adoption.</p>

<p>Start by <strong>stopping the bleeding</strong>, which is ensuring that all newly written code uses the new approach.</p>

<p>Start <strong>generating tracking tickets</strong>, and set in place a mechanism which <strong>pushes migration status</strong> to teams.</p>

<p><strong>Finish it yourself</strong>.</p>

<p>It is important to celebrate migrations, <strong>recognition should be reserved for their successful completion</strong>.</p>

<h3 id="running-an-engineering-reorg">Running an engineering reorg</h3>

<p>There are two managerial skills that have a disproportionate impact in your organisation success: making technical migrations cheap, and running clean reorganisations.</p>

<p>Checklist to ensure a reorganisation is appropriate:</p>

<ol>
  <li>Is there a structural problem? With a reorg you can increase communication, reduce decision friction, and focus attention</li>
  <li>Are you reorganising around a broken relationship? You’ll be better of addressing the underlying issue.</li>
  <li>Does the problem already exist? It’s better to wait until a problem actively exists before solving it.</li>
  <li>Are the conditions temporary? It may be easier to patch through and rethink on the other side.</li>
</ol>

<h4 id="project-head-count-a-year-out">Project head count a year out</h4>

<p>You can design an organisation determining it approximate total size:</p>

<ol>
  <li>An optimistic number based on what’s barely possible</li>
  <li>A number based on the “natural size”, if every team and role was fully staffed</li>
  <li>A realistic number based on historical hiring rates.</li>
</ol>

<p>Merge those into a single number.</p>

<h4 id="manager-to-engineer-ratio">Manager-to-engineer ratio</h4>

<p>Now you need to identify how many individuals you want each manager to support. <strong>If engineering managers are expected to do hands-on technical work, it should be 3 to 5 engineers.</strong></p>

<p><strong>Otherwise, 5 to 8 depending on the experience level.</strong></p>

<h4 id="defining-teams-and-groups">Defining teams and groups</h4>

<p>Example: 35 engineers, 7 engineers per manager = you need 5 managers, and 1.8 managers of managers. This is 5 to 6 teams, and maybe one to three groups.</p>

<p>You should generally round up the number of managers.</p>

<p>Few extra considerations:</p>

<ol>
  <li>Can you write a crisp mission statement for each team?</li>
  <li>Would you personally be excited to be a member of each of the teams, as well as the manager of each of those teams?</li>
  <li>Put teams that work together, as close together as possible.</li>
  <li>Can you define clear interfaces for each team?</li>
  <li>Can you list the areas of ownership for each team?</li>
  <li>Avoid implicitly creating holes of ownership, define understaffed teams.</li>
  <li>Are you over-optimising on individuals versus establishing a sensible structure?</li>
</ol>

<h4 id="staffing-the-teams-and-groups">Staffing the teams and groups</h4>

<p>Four sources of candidates to staff them:</p>

<ol>
  <li>Team members who are ready to fill the roles now</li>
  <li>Team members who can grow into the roles in the time frame</li>
  <li>Internal transfers from within your company</li>
  <li>External hires who already have the skills</li>
</ol>

<h4 id="commit-to-moving-forward">Commit to moving forward</h4>

<ol>
  <li>Are the changes meaningful net positive?</li>
  <li>Will the new structure last at least six months?</li>
  <li>What problems did you discover during design?</li>
  <li>What will trigger the reorg <em>after</em> this one?</li>
  <li>Who is going to be impacted most?</li>
</ol>

<p><strong>Organisational change is resistant to rollback, you have to be collectively committed to moving forward with it, even if runs into challenges along the way.</strong></p>

<h4 id="roll-out-the-change">Roll out the change</h4>

<p>Key elements to a good rollout:</p>

<ol>
  <li>Explanation of reasoning driving the reorganisation</li>
  <li>Documentation of how each person and team will be impacted</li>
  <li>Availability and empathy to help bleed off frustration from impacted individuals</li>
</ol>

<p>Tactics for doing this:</p>

<ol>
  <li>Discuss with impacted individuals first</li>
  <li>Ensure that managers are prepared to explain the reasoning behind the changes</li>
  <li>Send an email out documenting the changes</li>
  <li>Be available for discussion</li>
  <li>If necessary, hold an all-hands by try not to (people don’t process well in large groups)</li>
  <li>Double down on doing skip-level one-on-ones</li>
</ol>

<h3 id="identify-your-controls">Identify your controls</h3>

<p>When you partner with managers it may be difficult to remain effective without understanding their day-to-day tasks.</p>

<p>Controls are the mechanisms that you use to align with other leaders you work with.</p>

<p><strong>Metrics</strong> align on outcomes while leaving flexibility around how the outcomes are achieved.</p>

<p><strong>Visions</strong> ensure that you agree on long-term direction.</p>

<p><strong>Strategies</strong> confirm you have a shared understanding of the current constraints.</p>

<p><strong>Organisation design</strong> allows you to coordinate the evolution of a wider organisation.</p>

<p><strong>Head count and transfers</strong> are the ultimate form of prioritisation.</p>

<p><strong>Roadmaps</strong> align on problem selection and solution validation.</p>

<p><strong>Performance reviews</strong> coordinate culture and recognition.</p>

<p>Start with this list but don’t stick to it!</p>

<p>You will need to agree on the <em>degree of alignment</em> for each one.</p>

<p><strong>I’ll do it</strong>. Stuff that you’ll personally be responsible for doing.</p>

<p><strong>Preview</strong>. You’d like to be involved early and often.</p>

<p><strong>Review</strong>. You’d like to weigh in before it gets published.</p>

<p><strong>Notes</strong>. Projects you’d like to follow but don’t have much to add to.</p>

<p><strong>No surprises</strong>. The work that we’re currently aligned on but requires updates to keep your mental model in tact.</p>

<p><strong>Let me know</strong>. If something comes up that you can help with, but otherwise you are totally confident it’ll go well.</p>

<h3 id="career-narratives">Career narratives</h3>

<p>You as a manager, can simply give folks a career path.</p>

<h4 id="artificial-competition">Artificial competition</h4>

<p>Climbing the career ladder has the side effect of funnelling most folks toward a constrained pool of opportunity.</p>

<p>An important part of setting your goals is developing areas you’re less experienced in to maximise your global success, but it’s equally important to succeed locally within your current environment by prioritising doing what you do well.</p>

<h4 id="translating-goals">Translating goals</h4>

<p>Once you’ve identified goals to pursue, the next step is to translate those goals into actions, your manager can be a leveraged partner finding the intersection of your interests and the business priorities.</p>

<p>Bringing your list of goals to this discussion helps ensure that it’s successful.</p>

<h4 id="the-briefest-of-media-trainings">The briefest of media trainings</h4>

<p>Three rules for speaking with the media:</p>

<ol>
  <li><strong>Answer the question you want to be asked</strong>. Reframe it into one that you’re comfortable answering. <a href="https://www.goodreads.com/book/show/13455.Don_t_Think_of_an_Elephant_Know_Your_Values_and_Frame_the_Debate">Don’t Think of an Elephant!</a> is an excellent book on framing issues.</li>
  <li><strong>Stay positive</strong>, find a positiver framing and stick to it.</li>
  <li><strong>Speak in threes</strong>. Narrow your message in three concise points.</li>
</ol>

<h3 id="model-document-and-share">Model, document and share</h3>

<p><strong>Model</strong>. Start measuring your team’s health (maybe using short, monthly surveys) and your team’s throughput (do some lightweight form of task sizing), baseline before your change.</p>

<p>Then just start running Kanban. Don’t publicise it, don’t make a big deal about it, just start doing it. Frame it as a short experiment.</p>

<p><strong>Document</strong>. Document the problem you set out to solve, the learning process, and the details of how another team would adopt the practice.</p>

<p><strong>Share</strong>. The final step is to share your documented approach, don’t lobby for change, just present the approach and your experience following it. This has often lead to more adoption than top-down mandates have.</p>

<h4 id="where-it-works">Where it works</h4>

<p>Compare it with the top-down mandate. Mandates assume:</p>

<ul>
  <li><strong>It’s better to adopt a good-enough approach quickly</strong>
    <ul>
      <li>Teams have the bandwidth to adopt a new approach</li>
      <li>The organisation has available resources to coordinate a rollout</li>
      <li>You want to centralise decision-making</li>
      <li>Consistency is important</li>
      <li>It’s important to make this change quickly</li>
    </ul>
  </li>
  <li><strong>Model, document, share assumes</strong>
    <ul>
      <li>Some teams don’t have the bandwidth to adopt a new approach</li>
      <li>The organisation may not have resources to coordinate a rollout</li>
      <li>You want to decentralise decision-making</li>
      <li>Teams have agency to adopt practices for themselves</li>
      <li>It’s okay to approach change gradually</li>
    </ul>

    <p>You’ll still need some natural authority and the respect of your peers.</p>

    <p>Do not try to use this as a strategy to circumvent organisational authority, it does not end well.</p>
  </li>
</ul>

<h3 id="scaling-consistency-designing-centralised-decision-making-groups">Scaling consistency: designing centralised decision-making groups</h3>

<p>As organisations grow, there is a subtle slide into inconsistency. When the problem becomes acute, people tend to reach for a centralised, accountable group.</p>

<p>The two most common flavours are “product reviews” to standardise product decisions and “architecture group” to encourage consistent technical design.</p>

<p>Some of these groups take on an authoritative bent, becoming rigid gatekeepers, and others become more advisory, with a focus on educating folks toward consistency.</p>

<h4 id="positive-and-negative-freedoms">Positive and negative freedoms</h4>

<p>Folks will feel a significant loss of freedom when you create these groups. Many others will find the creation of centralised groups extremely empowering, some people are comfortable with self-authorisation and some others have a higher threshold for self-authorisation.</p>

<p>A <em>positive freedom</em> is the freedom to do something, for example the freedom to pick a programming language you prefer. A <em>negative freedom</em> is the freedom from things happening to you, like freedom not to be obligated to support additional programming languages.</p>

<p><strong>Particularly in cases where ownership is extremely diffuse, cautiously authoritative groups do increase net positive freedom for individuals without greatly reducing negative freedom.</strong></p>

<h4 id="group-design">Group design</h4>

<p><strong>Influence.</strong> How do you expect this group to influence results? In an authoritative way? Natural authority of its members? Advocacy?
<strong>Interface.</strong> How will other teams interact with this team? Tickets, emails, weekly review session?
<strong>Size.</strong> How large the group be? If it’s six or fewer it’s possible for them to gel into a true team. More than ten will find hard to have a good discussion, it’ll need to be structured into sub-groups.
<strong>Time commitment.</strong> How much time will members spend working in this group?
<strong>Identity.</strong> Should members view their role in the group as their primary identity?
<strong>Selection process.</strong> How will you select members? Structured selection in which you identify requirements and folks apply?
<strong>Length of term.</strong> How long will members serve? Best default is fixed terms, while allowing current individuals to remain eligible, and without enacting term limits.</p>

<h4 id="failure-modes">Failure modes</h4>

<p>There are a few ways these groups consistently fail:</p>

<ul>
  <li><strong>Domineering</strong> groups significantly reduce individuals negative and positive freedoms, those making decisions are abstracted from the consequences of the decisions.</li>
  <li><strong>Bottlenecked</strong> groups tend to be very helpful, but are trying to do more than they’re actually able to do.</li>
  <li><strong>Status-oriented</strong> groups place more emphasis on being a member of the group than on the group’s nominal purpose.</li>
  <li><strong>Inert</strong> groups don’t do much of anything.</li>
</ul>

<h3 id="presenting-to-senior-leadership">Presenting to senior leadership</h3>

<p>Some tips to prepare your presentation:</p>

<ul>
  <li>Communication is company-specific.</li>
  <li>Start with the conclusion. Starting with what’s important, instead of building toward it gradually.</li>
  <li>Frame why the topic matters. Start by explaining why your work matters to the company.</li>
  <li>Everyone loves a narrative.</li>
  <li>Prepare for detours. Be ready for the discussion to derail toward a thread of unexpected questions.</li>
  <li>Answer directly. Instead of hiding problems, use them as an opportunity to explain your plans to address them.</li>
  <li>Deep in the data. Spend time exploring the data.</li>
  <li>Derive actions from principles. Provide a mental model of how you view the topic, and make folks familiar on how you make decisions.</li>
  <li>Discuss the details.</li>
  <li>Prepare a lot; practice a little. Leadership presentation tend to quickly detour, so practice isn’t quite as useful. Prepare instead getting deeper into the data, details and principles.</li>
  <li>Make a clear ask. Start the meeting by explicitly framing your goal.</li>
</ul>

<p>Approach to presenting to senior leaders is:</p>

<ol>
  <li>Tie topic to business value.</li>
  <li>Establish historical narrative.</li>
  <li>Explicit ask.</li>
  <li>Data-driven diagnosis.</li>
  <li>Decision-making principles.</li>
  <li>What’s next and when it’ll be done.</li>
  <li>Return to explicit ask.</li>
</ol>

<h3 id="time-management">Time management</h3>

<p>Time management is the enduring meta-problem of leadership. The most impactful change you can do to manage time are:</p>

<ul>
  <li><strong>Quarterly time retrospective.</strong> Categorising your calendar from the past three months to figure out how you’ve invested your time.</li>
  <li><strong>Prioritise long-term success over short-term quality.</strong> You have to prioritise long-term success, eve if it’s personally unrewarding to do so in the short term.</li>
  <li><strong>Finish small, leveraged things.</strong> Each thing you finish should create more bandwidth to do more future work.</li>
  <li><strong>Stop doing things.</strong> Alert your team and management chain that you won’t be doing it.</li>
  <li><strong>Size backward, not forward.</strong> Specify the number of hours you’re able to dedicate to the activity (like skip-level meetings), perhaps two per week, and perform as many as possible within that amount of time.</li>
  <li><strong>Delegate working “in the system”.</strong> Design a path that will enable someone else to take on that work.</li>
  <li><strong>Trust the system you build.</strong></li>
  <li><strong>Decouple participation from productivity.</strong> Don’t fall into the trap of assuming that attendance is valuable.</li>
  <li><strong>Hire until you are slightly ahead of growth.</strong> Hire before you get overwhelmed.</li>
  <li><strong>Calendar blocking.</strong> Add three or four two-hour blocks scattered across your week to support more focused work.</li>
  <li><strong>Getting administrative support.</strong> Once you’ve exhausted all the above tools and approaches, having someone else handling the dozens of little interruptions is a remarkable improvement.</li>
</ul>

<p>You can get less busy by prioritising finishing things with the goal of reducing load. <strong>Don’t fall into the trap of believing that being busy is being productive.</strong></p>

<h3 id="communities-of-learning">Communities of learning</h3>

<p>Recommended approach:</p>

<ol>
  <li><strong>Be a facilitator, not a lecturer.</strong> Folks want to learn from each other more than they want to learn for a single presenter.</li>
  <li><strong>Brief presentations, long discussions.</strong> Present a few minutes of content, maybe five, and then move into discussion.</li>
  <li><strong>Small breakout groups.</strong> Allow folks to learn in small and safe places. It also gives everyone an opportunity to be part of the discussion.</li>
  <li><strong>Brining learning to the full group</strong> Give each group an opportunity to bring their discussions back to the larger group.</li>
  <li><strong>Chose topics that people already know about.</strong> Successful topics are ones that people have already thought about.</li>
  <li><strong>Encourage tenured folks to attend.</strong> You’ll find that the most senior or most tenured folks opt out to focus on other work.</li>
  <li><strong>Optional pre-reads.</strong> Providing a list of optional pre-reads can help them prepare for the discussion.</li>
  <li><strong>Checking in.</strong> Have each person give a 20 or 30-second self-introduction. Your name, team and one sentence about what’s on your mind.</li>
</ol>

<h2 id="approaches">Approaches</h2>

<h3 id="work-the-policy-not-the-exceptions">Work the policy not the exceptions</h3>

<p>Exceptions undermine one of the most powerful mechanisms for alignment: consistency.</p>

<p>Insisting on its established routines is a company pacing a path whose grooves leads to failure. How do you reconcile consistency and change?</p>

<h4 id="good-policy-is-opinionated">Good policy is opinionated</h4>

<p>Every policy you write is a small strategy, identifying your goals and the constraints that bring actions into alignment with those goals.</p>

<p><strong>Don’t recommend writing policies that do little to constraint behaviour.</strong> In such cases, recommend writing norms, which provide non-binding recommendations.</p>

<h4 id="exception-debt">Exception debt</h4>

<p>Once you’ve supported your goals through constraints, all you have to do is consistently uphold your constraints.</p>

<p>Applying policy consistently is challenging:</p>

<ol>
  <li>Accepting reduced opportunity space. Good constraints make trade-offs that deliberately narrow your opportunity space.</li>
  <li>Locally suboptimal. Global constraints inevitably leads to local inefficiency.</li>
</ol>

<p>We need the courage to accept these local inefficiencies.</p>

<p>Granting exceptions undermines people’s sense of fairness, and sets a precedent that undermines future policy.</p>

<h4 id="work-the-policy">Work the policy</h4>

<p>You have to avoid undermining your work, and yourself, with exceptions.</p>

<p>Once you’ve collected enough escalations, revisit the constraints. Move you from working the exceptions to working the policy.</p>

<h3 id="saying-no">Saying no</h3>

<p>No is explaining your team’s constraints to folks outside the team.</p>

<h4 id="constraints">Constraints</h4>

<p>Two topics are frequent venues of disagreement: Velocity and Prioritisation.</p>

<h4 id="velocity">Velocity</h4>

<p>Your goal is to provide a compelling explanation of how your team finishes work. <em>Finishes</em> as opposed to <em>does</em>.</p>

<p><strong>The most effective approach for explaining your team’s delivery process is to build a Kanban board.</strong></p>

<p>You want to focus your team on the single inefficient component that’s slowing down your throughput of finished work. Next step is explaining what’s preventing you from solving it (technical debt).</p>

<p>You’ll have to translate the problem into something resembling data, if you estimate this can be easy as explaining how you decide the number of story points. If you don’t, check what your team is working on at a few random moments across the day, and use that as an approximation.</p>

<p>You can shift time from other behaviours toward your constraints. The next stage is to add capacity. You can add more capacity by  moving existing resources to the team, or to create new resources (via hiring).</p>

<h4 id="priorities">Priorities</h4>

<p>Document all your incoming asks, develop guiding principles for how work is selected, and then share subsets of tasks you;ve selected based on those guiding principles.</p>

<h4 id="relationships">Relationships</h4>

<p>If your perspective still isn’t resonating after explaining both your velocity and priorities, you have a relationship problem to address.</p>

<h3 id="your-philosophy-of-management">Your philosophy of management</h3>

<p>When you start managing, your philosophy could be quite simple:</p>

<ol>
  <li>The Golden Rule, treating others as you want to be treated, makes a lot of sense.</li>
  <li>Give everyone an explicitly area of <em>ownership</em> that they are responsible for.</li>
  <li>Reward and status should derive from <em>finishing</em> high-quality work.</li>
  <li><em>Lead from the front</em>, and never ask anyone to do something you wouldn’t.</li>
</ol>

<p>Remember that that you leave a broad wake and that your actions have a profound impact on those around you.</p>

<p><strong>Almost every internal problem can be traced back to a missing or poor relationship.</strong></p>

<p>“With the right people, any process works, and with the wrong people, no process works.”</p>

<p>Instead of avoiding the hardest parts, double down on them.</p>

<p>Aas a leader, you can’t run from problems; engage them head-on.</p>

<p><strong>Do the right thing for the company, the right thing for the team, and the right thing for yourself, in that order.</strong></p>

<p>Be honest about which of your practices are truly best practices and which you’re following on autopilot. You can’t fix everything at one, you’ll often be doing something mediocre, remember to come back and improve it when you can.</p>

<h3 id="managing-in-the-growth-plates">Managing in the growth plates</h3>

<p><strong>You can’t expect to succeed by iterating on the status quo.</strong> Execution is the primary currency in the growth plates.</p>

<h4 id="in-the-growth-plates">In the growth plates</h4>

<p>What folks in the growth plates need is help reducing and executing backlog of ideas, not adding more. Giving more ideas feels helpful, but isn’t. In the growth plates, you are focused on surviving to the next round.</p>

<h4 id="outside-the-growth-plates">Outside the growth plates</h4>

<p>You are mostly working on problems with known solutions. Often, we make solid executors responsible for slower-growth areas, we need the innovators int he highest-growth ones, but the opposite tends to work better.</p>

<h4 id="aligning-values">Aligning values</h4>

<p>If you are working in the growth plates, or outside them, for the first time, treat it like a brand-new role.</p>

<h3 id="ways-engineering-managers-get-stuck">Ways engineering managers get stuck</h3>

<p>Newer managers get stuck when:</p>

<ol>
  <li><strong>Only manage down.</strong> Building something your team wants to build, but which the company and your customers aren’t interested in.</li>
  <li><strong>Only manage up.</strong> Focus so much on following their management’s wishes.</li>
  <li><strong>Never manage up.</strong> Excellent work go unnoticed because it was never shared upward.</li>
  <li><strong>Optimise locally.</strong> Picking technologies that the company can’t support, or building a product that puts you in competition with another team.</li>
  <li><strong>Assume that hiring never solves any problems.</strong> Spend all time firefighting and neglect hiring.</li>
  <li><strong>Don’t spend time building relationships.</strong> Your team impact depends largely on doing something other teams or customers want, and getting it shipped out the door. This is extraordinarily hard without a supportive social network within the company.</li>
  <li><strong>Define their role to narrowly.</strong> Effective managers tend to become the glue in their team, filling any gaps. That means sometimes doing things you don’t really want to do in order to set a good example.</li>
  <li><strong>Forget that their manager is a human being.</strong> You have to give them room to make mistakes.</li>
</ol>

<p>More experienced managers get stuck when:</p>

<ol>
  <li><strong>Do what worked at their previous company.</strong> Pause to listen and foster awareness before you start “fixing” everything.</li>
  <li><strong>Spend too much time building relationships.</strong> Particularly common in managers coming from larger companies. Smaller companies expect more execution focus than relationship management focus.</li>
  <li><strong>Assume that more hiring can solve every problem.</strong> Adding too many people can dilute your culture.</li>
  <li><strong>Abscond rather than delegate.</strong> Delegation it’s easy to goo too far and ignore critical responsibilities to discover a disaster later on.</li>
  <li><strong>Become disconnected from ground truth.</strong> Make decisions fundamentally disconnected from reality.</li>
</ol>

<p>All managers tend to get stuck when:</p>

<ol>
  <li><strong>Mistake team size for impact.</strong> A larger team is not better job, it’s a <em>different</em> job. It won’t make you important or make you happier.</li>
  <li><strong>Mistake title for impact.</strong> Titles are arbitrary social constructs. Don’t let them become your goal.</li>
  <li><strong>Confuse authority with truth.</strong> Authority it’s a pretty expensive way to work with people, they’ll eventually turn off their minds and simply follow orders.</li>
  <li><strong>Don’t trust the team enough to delegate.</strong></li>
  <li><strong>Let other people manage their time.</strong> Prioritise your time on important things.</li>
  <li><strong>Only see the problems.</strong> Forget to celebrate the good stuff.</li>
</ol>

<h3 id="partnering-with-your-manager">Partnering with your manager</h3>

<p>To partner successfully with your manager:</p>

<ol>
  <li>You need to know a few things about you.</li>
  <li>You need to know a few things about them.</li>
  <li>You should occasionally update the things you know about each other.</li>
</ol>

<p>Things your manager should know about you:</p>

<ul>
  <li>What problems you’re trying to solve. How you’re trying to solve each of them.</li>
  <li>That you’re making progress (you’re not stuck).</li>
  <li>What you prefer to work on (staff you properly).</li>
  <li>How busy you are (if you can take an opportunity if comes up).</li>
  <li>What your professional goals and growth areas are. Where you are between bored and challenged.</li>
  <li>How you believe you’re being measured (KPIs, etc.).</li>
</ul>

<p>To keep your manager informed:</p>

<ol>
  <li>Maintain a document with this information, which you keep updated.</li>
  <li>Sprinkle this information into your one-on-ones, focusing on information gaps.</li>
  <li>At some regular point, maybe quarterly, write up a self-reflection that covers each of those aspects.</li>
</ol>

<p>Another key aspect of managing up, is to know some things about your manager and their needs.</p>

<ul>
  <li>What are their current priorities? Particularly, what are their problems and key initiatives.</li>
  <li>How stressed are they?</li>
  <li>Is there anything you can do to help?</li>
  <li>What is their management’s priority for them?</li>
  <li>What are they trying to improve on themselves, and what are their goals? This is particularly valuable to know if they appear stuck, because you may be able to help unstuck them.</li>
</ul>

<h3 id="finding-managerial-scope">Finding managerial scope</h3>

<p>There are three types of engineering management jobs:</p>

<ol>
  <li>Manager: you manage a team directly.</li>
  <li>Director: you manage a team of managers.</li>
  <li>VP: you manage an organisation.</li>
</ol>

<p>We should really be pursuing scope: not enumerating people but taking responsibility for the success of increasingly important and complex facts of the organisation and company.</p>

<p>You can always find an opportunity to increase your scope and learning, even in a company that doesn’t have room for more directors or vice presidents. <strong>You can grow scope through broad, complex projects.</strong></p>

<p>If you’ve been focused on growing the size of your team as the gateway to career growth, call bullshit on all that, and look for a gap in your organisation that you can try to fill.</p>

<h3 id="setting-organisation-direction">Setting organisation direction</h3>

<h4 id="scarce-feedback-vague-direction">Scarce feedback, vague direction</h4>

<p>On your early career, you’ll have folks who are routinely giving feedback on your work. As your span responsibility grows, increasingly no one will feel responsible or able to provide that feedback.</p>

<p>You’ll be expected to set your own direction with little direction from others.</p>

<p>If you don’t supply direction, you’ll start to feel the pull of irrelevance.</p>

<p>This is a symptom of success, you’ll ave to learn how to set your organisation’s direction and your own.</p>

<h4 id="mining-for-direction">Mining for direction</h4>

<p>The first phase is discovery without judgement. Take ideas from everywhere and generate a pile of ideas that folks are pursuing, even if you think they’re terrible.</p>

<p>Once your pile of ideas has gotten large enough, craft it into a strategy, and then start testing that strategy. Identify the key pivots in your strategy.</p>

<p>Make a clear decision on each of those pivots, write a document explaining those decisions.</p>

<p>Return to your rounds of engaging with experienced leaders at other companies.</p>

<p>The final step is to distil the document into something comprehensible without hours of close reading.</p>

<h3 id="close-out-solve-or-delegate">Close out, solve, or delegate</h3>

<p>Your ability to put your head down and solve gritty, important problems was probably a big part of how you were promoted. Now it’s the wrong answer to most of your problems. It’s too inefficient to accomplish the breadth and quantity of things you need to get done.</p>

<p>If your instincts are driving you into a pile of work you can’t make a dent in, you must pick one of three options:</p>

<ul>
  <li><strong>Close out.</strong> In a way that this specific ask is entirely resolved. Making a decision and communicating it to all involved participants.</li>
  <li><strong>Solve.</strong> Design a solution that you won’t need to spend time on this particular kind of ask again in the next six months.</li>
  <li><strong>Delegate.</strong> Redirect the ask to someone who is responsible for that kind of work.</li>
</ul>

<h2 id="culture">Culture</h2>

<h3 id="opportunity-and-membership">Opportunity and membership</h3>

<p>An inclusive organisation is one in which individuals have access to opportunity and membership.</p>

<h4 id="opportunity">Opportunity</h4>

<p>Ensuring that folks can go home most days feeling fulfilled by challenge and growth.</p>

<p><strong>The most effective way to provide opportunity is through the structured application of good process.</strong> Structure allows folks to learn how these process work, build trust by watching the consistent, repeated application of those process.</p>

<p>Ways to create and distribute opportunity:</p>

<ol>
  <li><strong>Rubrics everywhere.</strong> Every important people decision should have a rubric around how folks are evaluated.</li>
  <li><strong>Selecting project leaders.</strong></li>
  <li><strong>Explicit budgets.</strong> Instead of reasonable number of conferences per year, specify a fixed number. Instead of general ongoing education budget, make it explicit.</li>
  <li><strong>Nudge involvement.</strong> It’s very effective to reach out to those folks directly and recommend they apply.</li>
  <li><strong>Educational programs.</strong> Ongoing training and learning programs available for everyone, or, for all managers.</li>
</ol>

<p>We can measure opportunity, some useful metrics:</p>

<ol>
  <li><strong>Retention.</strong> This is the most important measure. Slow to show change.</li>
  <li><strong>Usage rate</strong> is how often folks get picked in project selection.</li>
  <li><strong>Level distribution</strong> is useful, in particular comparing cohorts of folks with different backgrounds, like under-represented minorities and women.</li>
  <li><strong>Time at level</strong> is how long team members wait between promotions.</li>
</ol>

<p>Some of this data will require partnering with your human resources team.</p>

<h4 id="membership">Membership</h4>

<p>Membership is the precondition to belonging. Impactful programs could be:</p>

<ol>
  <li><strong>Recurring weekly events</strong> held during work hours, like a paper-reading group.</li>
  <li><strong>Employee resource groups (ERGs)</strong> create opportunities for folks with similar backgrounds to build community.</li>
  <li><strong>Team off sites</strong> once a quarter. Spending a day together learning and discussing is surprisingly effective.</li>
  <li><strong>Coffee chats</strong>, maybe randomly assigned, get folks from different teams interacting.</li>
  <li><strong>Team lunches</strong> give folks time to relax a bit and interact socially.</li>
</ol>

<p>Measuring remains extremely important:</p>

<ol>
  <li><strong>Retention</strong></li>
  <li><strong>Referral rate</strong></li>
  <li><strong>Attendance rate</strong></li>
  <li><strong>The quantity and completion rate of coffee chats</strong></li>
</ol>

<h3 id="select-project-leads">Select project leads</h3>

<p>Having a wide cohort of coworkers who lead critical projects is one of the most important signifiers of good organisational health. Critical projects are scarce while other projects are abundant.</p>

<p>To increase the number of folks leading these projects:</p>

<ol>
  <li><strong>Define</strong> the project’s scope and goals in a short document.</li>
</ol>

<ul>
  <li>Time commitment</li>
  <li>Requirements to apply</li>
  <li>Selection criteria</li>
</ul>

<ol>
  <li><strong>Announce</strong> the project</li>
</ol>

<ul>
  <li>Allow folks to <em>apply in private</em></li>
  <li>Make sure that applicants <em>don’t see who else has applied</em>. Less experienced people may get discouraged to apply if they see seniors apply.</li>
  <li>Give <em>at least three working days for people to apply</em>.</li>
</ul>

<ol>
  <li><strong>Nudge</strong> folks to apply who you think would be good candidates but may not self-select.</li>
  <li><strong>Select</strong> a project leader based on the selection criteria. Write up a paragraph or two about each of them. Once you’ve selected the leader, privately reach out to them to confirm that they’re able to commit.</li>
  <li><strong>Sponsor</strong> the project leader by finding someone accountable for coaching the leader to successful completion.</li>
  <li><strong>Notify</strong> other individuals who applied that they were not selected. It’s extremely helpful if you provide them feedback, create room for another person to learn.</li>
  <li><strong>Kick off</strong> the project, notifying who the project leader is, who the sponsor is, and what their plan is.</li>
  <li><strong>Record</strong> the project, who was selected, and who the sponsor is into a public spreadsheet. Link to a project brief.</li>
</ol>

<h3 id="make-your-peers-your-first-team">Make your peers your first team</h3>

<p>Folks that consistently look for each other are willing to disappoint the teams they manage in order to help their peers succeed. These people have shifted their <em>first team</em> from the folks they support to their peers.</p>

<p>Ingredients:</p>

<ul>
  <li><strong>Awareness of each other’s work</strong>. This requires a significant investment of time. This could be achieved sharing weekly progress.</li>
  <li><strong>Evolution from character to person</strong>. It is much easier to understand people you know personally.</li>
  <li><strong>Refereeing defection</strong>. <em>Dominant strategy</em> is one that is expected to return maximum value regardless of the actions of other players. Team collaboration is not a dominant strategy, it depends on everyone participating in good faith. Then defection happens, coordination is only possible via a manager or a highly respected team member.</li>
  <li><strong>Avoiding zero-sum culture</strong>. Positive cultures center on recognising impact, support, and development.</li>
  <li><strong>Making it explicit</strong>. You still have to explicitly discuss the idea of shifting folks’ identities away from the team they support and toward the team of their peers.</li>
</ul>

<p>Treating your peers as your first team <em>allows you to practice your manager’s job</em>.</p>

<p>One of the most important things a first team does is provide a <em>community of learning</em>. Your peers can only provide excellent feedback if they’re aware of your work. To speed up your learning, join a rapidly expanding company, and make your peers your first team.</p>

<h3 id="consider-the-team-you-have-for-senior-positions">Consider the team you have for senior positions</h3>

<p>Letting individuals apply is the easy part. You must announce each position and ask for internal candidates. The trickier part is evaluation.</p>

<p>Ensure you are testing the following categories:</p>

<ol>
  <li><strong>Partnership</strong>. Have they been effective partners to their peers, and to the team they’ve managed?</li>
  <li><strong>Execution</strong>. Can they support the team in operational excellence?</li>
  <li><strong>Vision</strong>. Can they present a compelling, energising vision of the future state of their team and its scope?</li>
  <li><strong>Strategy</strong>. Can they identify the necessary steps to transform the present into their vision?</li>
  <li><strong>Spoken and written communication</strong>. Can they convey complicated topics in both written and verbal communication?</li>
  <li><strong>Stakeholder management</strong>. Can they make others, especially executives feel heard?</li>
</ol>

<p>For testing these categories, use these tools:</p>

<ul>
  <li><strong>Peer and team feedback</strong>. Collect written feedback. Listen to would-be dissenters and hear their concerns.</li>
  <li><strong>A 90-day plan</strong>. The applicant writes a 90-day plan on how they’d transition into the role, and what they would focus on.</li>
  <li><strong>Vision/strategy document</strong>. The applicant writes a combined vision/strategy document. Where the new team will be in two to three years.</li>
  <li><strong>Vision/strategy presentation</strong>. Have the applicant present their vision/strategy document to a group of three to four peers.</li>
  <li><strong>Executive presentation</strong>. Have the applicant present their strategy document one-on-one, with an executive.</li>
</ul>

<p>Keep in mind that internal processes are awkward, don’t decide to avoid this awkwardness, you can’t.</p>

<h3 id="company-culture-and-managing-freedoms">Company culture and managing freedoms</h3>

<p>“Freedom’s just another word for nothing left to lose”.</p>

<p>We should make a distinction between positive and negative freedoms.</p>

<p>A positive freedom is your freedom to <em>do</em>. Like to blow smoke into neighbours porch.</p>

<p>Negative freedom is your freedom <em>from</em> things. Like having your neighbours blow smoke onto your porch.</p>

<p>Each positive freedom we enforce strips away a negative freedom, and each negative freedom we guarantee eliminates a corresponding positive freedom (<a href="https://plato.stanford.edu/entries/liberty-positive-negative/#ParPosLib">Paradox of Positive Liberty</a>).</p>

<p><strong>The balancing of positive and negative freedoms is a fundamental task of managers and management.</strong></p>

<p>Freedom is a loaded term, so it’s easy to deteriorate into a moral discussion.</p>

<p><a href="https://www.goodreads.com/book/show/123715.Slack">Tom DeMarco’s <em>Slack</em></a> has an excellent suggestion for a good starting state between positive and negative freedoms for engineering teams: <strong>follow the standard operating procedure, but always change one thing for each new project.</strong></p>

<h3 id="kill-your-heroes-stop-doing-it-harder">Kill your heroes, stop doing it harder</h3>

<p>Unless your problem is that people aren’t trying hard, the “work harder” mantra only breeds hero programmers whose heroic ways make it difficult for non-heroes to contribute meaningfully.</p>

<p>Your options are limited: either kill the environment that breeds hero programmers, or kill the hero programmer by burnout.</p>

<p>Their presence limits the effectiveness of those around them in exchange for short-term burst of productivity fuelled by long hours and minimised communication costs.</p>

<p>These long hours burn your heroes out, and they will either quit or you shove them into a corner.</p>

<p>If hard work and breeding heroes doesn’t work, what does?</p>

<p>If you set the original direction and hve the leverage to change directions, then resetting is as simple as standing up and taking the bullet for the fiasco you’re embroiled in.</p>

<p>Without policy, your tool is stepping back and allowing the brokenness to collapse under its own weight. You conserve your energy and avoid creating rifts by pushing others away in hero mode, and you will be ready to be part of new, hopefully functional, system after the reset.</p>

<h2 id="careers">Careers</h2>

<h3 id="roles-over-rocket-ships-and-why-hypergrowth-is-weak-predictor-of-personal-growth">Roles over rocket ships, and why hypergrowth is weak predictor of personal growth</h3>

<p>Stay everywhere at least two years, and look for a place where you could spend four years to serve as the counterweight for those two year stints.</p>

<p>Thriving requires both finding a way to succeed in each new era and successfully navigating the transitional periods.</p>

<h4 id="your-new-career-narrative">Your new career narrative</h4>

<p>Each time there was a change that meaningfully changed how you work, mark that down as a transition.</p>

<p>How did the values and expectations change? What skills did you depend on the most, and which of your existing skills fell out of use?</p>

<h4 id="opportunities-for-growth">Opportunities for growth</h4>

<p>Both the stable and the transitions are great opportunities for growing yourself. Transitions are opportunities for new skills, and stable periods for developing mastery in the skills in the new era values.</p>

<p>What matters most is the particular team you join.</p>

<blockquote>
  <p>If you’re offered a seat on a rocket ship, don’t ask what seat! Just get on.</p>
</blockquote>

<p><strong>Growth only comes from change, and that is something you can influence.</strong></p>

<h3 id="running-a-humane-interview-process">Running a humane interview process</h3>

<p>There is still a lot of whiteboard programming out there, mainly due inertia and coarse-grained analytics.</p>

<p>Interviewing well is far from easy, but is fairly <em>simple</em>:</p>

<ol>
  <li>Be kind</li>
  <li>Ensure that all interviewers agree on the role’s requirements</li>
  <li>Understand the signal your interviewer is checking for</li>
  <li>Come prepared</li>
  <li>Express interest in candidates</li>
  <li>Create feedback loops for interviewers</li>
  <li>Instrument and optimise as you would any conversion funnel</li>
</ol>

<h4 id="be-kind">Be kind</h4>

<p>Allow the candidate a few minutes to ask questions. You can’t be kind if your interviewers are tightly time-constrained.</p>

<p><strong>Unkind interviewers usually suffer interview burnout, give them an interview sabbatical for a month or two.</strong></p>

<h4 id="finding-signal">Finding signal</h4>

<p>Break your interview into a series of interview slots that together cover all the signals. Each skill is covered by two different interviewers for redundancy in signal detection.</p>

<p>Effective interview formats:</p>

<ol>
  <li>Prepared presentations, talk about a given topic for 30 minutes.</li>
  <li>Debugging or extending an existing codebase on a laptop (ideally on <em>their</em> laptop).</li>
  <li>Giving demos of an existing product or feature (ideally they one they’ve be working on).</li>
  <li>Role plays</li>
</ol>

<p>The key point i to keep trying new approaches that improve your chance of finding signal.</p>

<h4 id="be-prepared">Be prepared</h4>

<p>Being unprepared shows a disinterest in the candidate’s time, your team’s time, <em>and</em> your own time.</p>

<h4 id="deliberately-express-interest">Deliberately express interest</h4>

<p>Make your candidate know that you’re excited about them.</p>

<p>Have every interviewer send a note to them saying that they enjoyed the interview.</p>

<h4 id="feedback-loops">Feedback loops</h4>

<p>Pair interviews, practice interviews, and weekly sync-ups between everyone strategically involved in recruiting, work actively to improve your process.</p>

<p>Ask every candidate to fill an anonymous Glassdoor review.</p>

<h4 id="optimise-the-funnel">Optimise the funnel</h4>

<p>Instrumenting the process at each phase (sourcing, phone screens, take-home tests, on sites, offers, and so on).</p>

<p>Don’t obsess about it, optimising the funnel should be the last priority. You should measure first, and optimise second.</p>

<h3 id="cold-sourcing-hire-someone-you-dont-know">Cold sourcing: hire someone you don’t know</h3>

<p>Sources of candidates are <em>referrals</em> from your existing team, <em>inbound</em> applications who apply on your jobs page, and <em>sourced</em> candidates whom you proactively bring into your funnel.</p>

<p><strong>Referrals come with two major drawbacks: personal network will always be quite small and folks tend to have relatively uniform networks.</strong></p>

<h4 id="moving-beyond-your-personal-networks">Moving beyond your personal networks</h4>

<p>Hiring managers freeze up when their referral network starts to dry up. Could sourcing is reaching out directly to people you don’t know.</p>

<p>A concise, thoughtful invitation to discuss a job opportunity is an opportunity, not an infringement, especially for those who are on sites like Linkedin.</p>

<h4 id="your-first-cold-sourcing-recipe">Your first cold sourcing recipe</h4>

<ol>
  <li>Join Linkedin (or other networks like GitHub)</li>
  <li>Seed your network with some people you know because it’ll increase the reach of your second-degree network.</li>
  <li>Be patient, you’ll get throttled pretty frequently.</li>
  <li>Use the search function to identify second-degree connections to connect to.</li>
  <li>When someone accepts your connection request, grab their email and send them a short, polite note inviting them to coffee or a phone call. Customisation matters less, people mostly choose to respond based on their circumstances, not on the quality of your note.</li>
</ol>

<p>Hi $THEIR_NAME
  I’m an engineering manager at $COMPANY, and I think you would be a great  fit for $ROLE (link to your job description).
  Would you be willing to grab a coffee or do a phone call to discuss sometime in the next week?
  Best.
  $YOUR_NAME</p>

<p>Run an A/B test with something more personalised or sophisticated.</p>
<ol>
  <li>Schedule an enjoy your coffees and chats. Figure out if there is a good mutual fit between the candidate and the role, if there is a good fit, try to get them to move forward with your process. Tell them why are you excited about the company and role discussed.</li>
  <li>Keep spending an hour each week adding more connections and following up with folks who have connected. It is a practice that rewards consistency.</li>
</ol>

<h4 id="is-this-high-leverage-work">Is this high-leverage work?</h4>

<p>Candidates are more excited to chat with someone who/d be managing them than they are to chat with a recruiter. It gives a signal showing that managers care about hiring enough to invest their personal energy and attention into it.</p>

<p>Be concerned if an engineering manager spends more than an hour a week on sourcing (not including follow up chats).</p>

<p>A clear indicator of strong recruiting organization is a close and respectful partnership between recruiting and engineering.</p>

<h3 id="hiring-funnel">Hiring funnel</h3>

<h4 id="funnel-fundamentals">Funnel fundamentals</h4>

<ul>
  <li><strong>Identify</strong> where candidates tend to come from.
    <ul>
      <li><em>Inbound</em> are candidates who apply to you directly, via the jobs website, job postings on LinkedIn and other job sites. These tend to be high on volume and low on quality.</li>
      <li><em>Sourced</em> are candidates you proactively find an engage with by using LinkedIn, colleagues and networking at conferences and meetups.</li>
      <li><em>Referrals</em> are candidates someone at your company already knows. This is usually the most efficient source of candidates.</li>
    </ul>
  </li>
  <li><strong>Motivate</strong> people to come interview
    <ul>
      <li><em>Spend time</em> with them, get them excited about learning from each other.</li>
      <li><em>Clearly define the role</em>, what they’d be doing. Be honest and a bit optimistic.</li>
    </ul>
  </li>
  <li><strong>Evaluate</strong> if they’ll be a successful addition to your team.
    <ul>
      <li>Be as confident as possible that the candidate will be a success in your company.</li>
      <li>You want their motivation to increase as they’re evaluated.</li>
      <li>Minimise the amount of time invested by both your team and the candidate.</li>
    </ul>
  </li>
  <li><strong>Close</strong>, from compensation packages to benefits, to making them feel needed.</li>
</ul>

<h4 id="instrument-and-optimise">Instrument and optimise</h4>

<p>The first step is looking at the conversion rates across each phase and investing in improving those rate. Find what the upper bounds for each section should be, benchmarking against your peer companies is the only way.</p>

<h4 id="extending-the-funnel">Extending the funnel</h4>

<p>Instead of ending your funnel at closing candidates, add a few more phases:</p>

<ul>
  <li><strong>Onboard</strong>. How long does it take new hires to get up to speed? Pick a productivity metric, like commits per week. How long does it take to reach P40 productivity?</li>
  <li><strong>Impact</strong>. How impactful are the people you’re hiring? You can look out at performance rating distributions on time since hiring.</li>
  <li><strong>Promote</strong>. How long does it take to get promoted after they’re hired?</li>
  <li><strong>Retain</strong>. Are the people you hire staying?</li>
</ul>

<h3 id="performance-management-systems">Performance management systems</h3>

<h4 id="career-ladders">Career ladders</h4>

<p>These are the foundation of an effective performance management system. They describe the expected behaviours and responsibilities for a role.</p>

<p>Try to make a ladder for each unique role that have at least 10 individuals.</p>

<p>One method for reducing the fixed cost of maintaining ladders is to establish a <em>template</em> and <em>shared themes</em> across every ladder. This also focuses on a set of common values across the company.</p>

<p>Each ladder is composed of levels, which describes how the role evolves in responsibility and complexity as the practitioner becomes more senior. Crisp level boundaries reduce ambiguity while promoting people. These boundaries are also important because they provide to those on the ladder where they are on the journey. Level definitions are quite effective at defining the behaviours.</p>

<p>A good ladder allows individuals to accurately self-access. A bad ladder is ambiguous and requires deep knowledge of precedent to apply correctly.</p>

<h4 id="performance-designations">Performance designations</h4>

<p>The next step is to apply the ladder. People can use the ladder as a guide for self-reflection, but you’ll also want to create formal feedback in the form of a performance designation, which is how an individual is performing against the expectations of their career ladder at their current level.</p>

<p>More important than the scale used for rating, is how the ratings are calculated</p>

<ol>
  <li><strong>Self-review</strong> written by the individual receiving the designation. Explicitly compare and contrast against their appropriate ladder and level. A <a href="https://jvns.ca/blog/2017/12/31/2017--year-in-review/">“Brag Document”</a> may be a good idea.</li>
  <li><strong>Peer reviews</strong> written by peers, which are useful for recognising mentorship and leadership contributions. They are also useful for identifying problems. Peers are generally not comfortable providing negative feedback.</li>
  <li><strong>Upward reviews</strong>. Similar to a <em>peer review</em>, these are used to ensure manager’s performance includes the perspective of the individuals they manage.</li>
  <li><strong>Manager reviews</strong>, written by the individuals’ manager, typically a synthesis of the self-peer, and upwards reviews.</li>
</ol>

<p>With these, you can establish a <em>provisional designation</em>, which you can use as input to a calibration system. <strong>Calibrations are rounds of reviewing performance designations and reviews, with the aim of ensuring that ratings are consistent and fair across teams.</strong></p>

<p>Promotions are typically also considered during calibration process. They are pretty hard to do well. Some useful rules for calibrations:</p>

<ol>
  <li><strong>Adopt a shared quest for consistency</strong> as a community of co-workers working together toward the correct designations.</li>
  <li><strong>Read, don’t present</strong>, managers are effective, concise presenters. Don’t allow managers to pitch their candidates, have everyone read the manager review.</li>
  <li><strong>Compare against the ladder, not against others</strong></li>
  <li><strong>Study distribution, don’t enforce it</strong>. It may be useful to review the distributions across different organisations and discuss why they appear to be deviating.</li>
</ol>

<p>Feedback for weak performance should be delivered immediately.</p>

<h4 id="performance-cycles">Performance cycles</h4>

<p>Most companies do either annual or biannual performance cycles.</p>

<h3 id="career-levels-designation-momentum-level-splits-etc">Career levels, designation momentum, level splits, etc</h3>

<p>If designation momentum is not taking you a direction you’re happy with, set clear goals to your manager, and iterate together toward an explicit agreement on the expectations to hit the designation you are aiming for.</p>

<p><strong>The goals need to be ambitious enough that your manager can successfully pitch the difficulty to their peers during calibration.</strong></p>

<p><strong>Tit-for-that.</strong> Calibration systems without strong process and fair referees can degrade into tit-for-that favour trading.</p>

<p><strong>Level expansion</strong>. As your company ages, it will inevitably add levels to support career progression.</p>

<p><strong>Level drift.</strong> Levels added at the top create downward pressure on existing levels. Expectations at a given level decrease over time.</p>

<p><strong>Opening of the gates.</strong> The combination of <em>level expansion</em> and <em>level drift</em> leads to periodic burst in which a cohort of individuals cross level boundaries together.</p>

<p><strong>Career level.</strong> The level where most individuals are not expected to progress beyond.</p>

<p><strong>Time-at-level limits.</strong> Employees who haven’t yet reached <em>career level</em> are expected to progress toward the career level at a consistent pace.</p>

<p><strong>Crisis designations.</strong> Companies sometimes find themselves in difficult situations where key individuals or even key teams that they consider to be at-risk. One of the tools for addressing this situation is to recognise these individuals’ importance through elevated performance designations. These sacrifice long-term usefulness to manage short-term difficulty. Generally try to avoid this if possible.</p>

<h3 id="creating-specialised-roles-like-sre-or-tpms">Creating specialised roles, like SRE or TPMs</h3>

<h4 id="challenges">Challenges</h4>

<p>The major challenges while rolling out new roles are:</p>

<ul>
  <li><strong>Class systems</strong>. Folks often look at new roles as less important. Sometimes are intended to reduce work for another role as opposed to having an empowering mission of their own.</li>
  <li><strong>Brittle organisation</strong>. As you move away from generalised roles and toward specialists, your organisation has far more single points of failure.</li>
  <li><strong>Pattern matching</strong>. Folks pattern match on how they’ve seen the role done elsewhere. People will avoid taking any steps to learn how the role is intended to function.</li>
  <li><strong>Task offloading</strong>. Individuals will view it as an opportunity to offload tasks that they find challenging, difficult or uninteresting.</li>
  <li><strong>Roles too “trivial” to value</strong>. Many roles start by taking on work that is viewed uninteresting. Individuals tend to view that work as trivial and unimportant.</li>
  <li><strong>Roles too “trivial” to promote</strong>. The work done by new roles is often valued very highly, but not viewed sufficiently “strategic” to merit promotion.</li>
  <li><strong>Head count obstacles</strong>.</li>
  <li><strong>Recruiting rare humans</strong>. People want the first hire for a new role to be a strong role model, which usually makes impossible for any candidate to pass the bar.</li>
  <li><strong>Inability to evaluate</strong>. The existing organisation has so little experience with the new function that don’t know how to properly evaluate. This leads to evaluations focused on qualities that are independent to what the candidate would be doing.</li>
</ul>

<h4 id="facilitating-success">Facilitating success</h4>

<p>The ingredients to bootstrap a new role successfully:</p>

<ul>
  <li><strong>Executive sponsor</strong>. Find an authorised, senior leader who is committed to the success of the new function. If you can’t find a sponsor, it may mean that leadership doesn’t believe on the new role.</li>
  <li><strong>Recruiting partner</strong>. Make sure that your recruiting team is able to support a new role.</li>
  <li><strong>Self-sustaining mission</strong>. You might describe TPMs as offloading project management responsibilities for engineering managers. This frames the role as auxiliary, which makes it difficult to recognise impact. You must be able to frame the role’s work without referencing other existing roles in order for it to succeed long-term.</li>
  <li><strong>Career ladder</strong>. New roles should have a career ladder from the beginning, this is the foundation of a successful performance management.</li>
  <li><strong>Role model</strong>. You want to have a person you can point to.</li>
  <li><strong>Dedicated calibrations</strong>. Sometimes managers try to perform calibration with mixed roles in a single session, which leads to smaller roles being treated as afterthoughts. Consider dedicated calibration sessions for the one role, or consider all smaller roles together.</li>
</ul>

<h4 id="advantages">Advantages</h4>

<p>Creating a new role has some advantages:</p>

<ul>
  <li><strong>Efficiency</strong>. Specialised roles are able to spend more time doing a smaller set of tasks, which leads to great expertise that can be translated in significantly more overall throughput without increasing head count.</li>
  <li><strong>Efficiency solve constraints</strong>. You can add exactly the kind of capacity you are missing. If your organisation is low on project management bandwidth, you could add five new managers who can each other take on a bit of it, or you might be able to add a single project manager who individually adds as much relevant bandwidth as the five managers combined.</li>
  <li><strong>Recognition</strong>. It provides additional structural mechanisms to support recognition.</li>
  <li><strong>Evaluating for strengths</strong>. It’s often challenging to interview specialists because you’ll typically evaluate them based on your generalist position. Creating a new role makes it possible to target the interview process on the ares that are most important.</li>
  <li><strong>Increased hiring pool</strong>.</li>
  <li><strong>Specialised compensation</strong>.</li>
</ul>

<h4 id="what-to-do">What to do</h4>

<p><strong>Create a new role if it immediately be covered with at least 20 individuals, be reluctant to create a new role if it would take 2 years to hire 20 individuals.</strong></p>

<h3 id="designing-an-interview-loop">Designing an interview loop</h3>

<ul>
  <li><strong>Metrics first</strong>. Do not start designing a new interview loop without instrumenting your hiring funnel.</li>
  <li><strong>Understand the current loop’s performance</strong>. What you think does and doesn’t work well in your current process.
    <ul>
      <li>Funnel performance</li>
      <li>Employee trajectory</li>
      <li>Candidate debriefs</li>
    </ul>
  </li>
  <li><strong>Learn from peers</strong>. Chat with folks who have interviewed at other companies for the kind of role you’re hoping to evaluate.</li>
  <li><strong>Find role models</strong>.</li>
  <li><strong>Identify skills</strong> that are essential to candidate’s success and rank them from most to least important.</li>
  <li><strong>Test for each skill</strong>. For each skill, design a test to evaluate the candidates’ strengths.</li>
  <li><strong>For each test, a rubric</strong>. Write a rubric to assess performance on each test. These should include explicit scores and criteria for reaching each score.</li>
  <li><strong>Group tests into interviews</strong>. Group them into sets that can be performed together in a single 45-minute interview.</li>
  <li><strong>Run the loop</strong>. Early on, you should be asking candidates what did or didn’t work well.</li>
  <li><strong>Review the hiring funnel</strong>. Review the funnel metrics to see how it’s working out.</li>
  <li><strong>Schedule an annual refresh</strong>. Schedule a review for a year out.</li>
</ul>

<p>A few more general pieces of guidance:</p>

<ul>
  <li><strong>Try to avoid design by committee</strong>. Prefer a working group of one or two people.</li>
  <li><strong>Don’t hire for potential</strong>. It is a major vector for bias.</li>
  <li><strong>Use your career ladder</strong>.</li>
  <li><strong>Iterate on the interview a little</strong>. Spend time iterating on the interview format.</li>
  <li><strong>Iterate on the rubric a lot</strong>. Pay attention and incorporate edge cases and ambiguities.</li>
  <li><strong>A/B testing loops</strong>.</li>
  <li><strong>Hiring committees</strong> as an alternative to A/B testing. A centralised hiring committee that identifies trends across new loops.</li>
</ul>

<p>Avoid reusing stuff that you know doesn’t work and approach the matter with creativity and iteration.</p>

<h2 id="appendix">Appendix</h2>

<h3 id="tools-for-operating-a-growing-organisation">Tools for operating a growing organisation</h3>

<p>One tension in management is staying far enough out of the details to let folks innovate, yet staying near enough to keep the work well-aligned with your company’s value structures.</p>

<h4 id="line-management">Line management</h4>

<p>Around the time your team reaches three engineers, you’ll want to be running a <strong>spring process</strong>.</p>

<p>You can evaluate if a team’s sprint works well:</p>

<ol>
  <li><em>Team</em> knows what they should be working on.</li>
  <li><em>Team</em> knows why their work is valuable.</li>
  <li><em>Team</em> can determine if their work is complete.</li>
  <li><em>Team</em> knows how to figure out what to work on next.</li>
  <li><em>Stakeholders</em> can learn what the team is working on.</li>
  <li><em>Stakeholders</em> can learn what the team plans to work on next.</li>
  <li><em>Stakeholders</em> know how to influence the team’s plans.</li>
</ol>

<p>The <strong>backlog</strong> is a context-rich interface that you’ll use to negotiate changes in direction and priority with your stakeholders.</p>

<p>You also want to develop a <strong>roadmap</strong> describing your high-level plans over the three to twelve months.</p>

<p>Your backlog will be a bit more detailed while your roadmap will look further into the future.</p>

<h4 id="middle-management">Middle management</h4>

<p>As you move into middle management, you’ll become responsible for two to five line managers. <strong>You’ll need to shift away from day-to-day execution to give your line managers room to make an impact</strong>.</p>

<p>You’ll spend more time on your <em>roadmaps</em>:</p>

<ul>
  <li>From receiving asks from stakeholders to deeply understanding what is motivating those asks.</li>
  <li>Continuously validate that your teams’ efforts are valuable.</li>
  <li>You’ll want to start a <strong>weekly staff meeting</strong> with your managers. You can do brief updates from each attendee, at most a couple of minutes per person, and then move into group discussions on shared topics, like running effective sprints planning, career development or whatever else proves useful.</li>
  <li>Once you start observing misalignment, it’s time for each team to write a <strong>vision document</strong>.</li>
  <li><strong>Start skip-level on-on-ones</strong> to ensure that there are direct, open channels for feedback about your managers and your teams.</li>
</ul>

<h4 id="managing-an-organisation">Managing an organisation</h4>

<p>Once your organisation gets larger, you may end up managing middle managers.</p>

<p>You have to ensure that every team has a clear set of <strong>directional metrics</strong> in an easily discoverable dashboard. It should cover longer-term goals of the team (user adoption, revenue, return users, etc.), and the operational baselines necessary to know if the team is functioning well (on-call load, incidents, availability, cost, etc.). The dashboard should make things clear: the current value, the goal value, and the trend between them.</p>

<p>Your staff meetings can start with a quick metrics review to give a sense of whether there is somewhere you need to drill in. You can focus your attention on projects that are exceeding or struggling.</p>

<p>Another interesting mechanism is <strong>team snippets</strong>. Every two to four weeks give snapshots of each team’s sprints: what are they doing, and what they’re planning to do next.</p>

<h3 id="useful-books">Useful books</h3>

<ul>
  <li><a href="https://www.goodreads.com/book/show/3828902-thinking-in-systems">Thinking in Systems: A Primer</a></li>
  <li><a href="https://www.goodreads.com/book/show/13455.Don_t_Think_of_an_Elephant_Know_Your_Values_and_Frame_the_Debate">Don’t Think of an Elephant! Know Your values and Frame the Debate</a></li>
  <li><a href="https://www.goodreads.com/book/show/67825.Peopleware">Peopleware: Productive Projects and Teams</a></li>
  <li><a href="https://www.goodreads.com/book/show/123715.Slack">Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency</a></li>
  <li><a href="https://www.goodreads.com/book/show/13629.The_Mythical_Man_Month">The Mythical Man-Month</a></li>
  <li><a href="https://www.goodreads.com/book/show/11721966-good-strategy-bad-strategy">Good Strategy/Bad Strategy. The Difference and Why it Matters</a></li>
  <li><a href="https://www.goodreads.com/book/show/113934.The_Goal">The Goal: A Process of Ongoing Improvement</a></li>
  <li><a href="https://www.goodreads.com/book/show/21343.The_Five_Dysfunctions_of_a_Team">The Five Dysfunctions of a Team</a></li>
  <li><a href="https://www.goodreads.com/book/show/749937.The_Three_Signs_of_a_Miserable_Job">The Three Signs of a Miserable Job</a></li>
  <li><a href="https://www.goodreads.com/book/show/189989.Finite_and_Infinite_Games">Finite and Infinite Games</a></li>
  <li><a href="https://www.goodreads.com/book/show/35249663-inspired">Inspired: How to Create Tech Products Customers Love</a></li>
  <li><a href="https://www.goodreads.com/book/show/18750852-the-innovator-s-dilemma">The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail</a></li>
  <li><a href="https://www.goodreads.com/book/show/81948.The_E_Myth_Revisited">The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to do About it</a></li>
  <li><a href="https://www.goodreads.com/book/show/15017.Fierce_Conversations">Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time</a></li>
  <li><a href="https://www.goodreads.com/book/show/714344.Becoming_a_Technical_Leader">Becoming a Technical Leader: An Organic Problem-Solving Approach</a></li>
  <li><a href="https://www.goodreads.com/book/show/8564020-designing-with-the-mind-in-mind">Designing with the Mind in Mind</a></li>
  <li><a href="https://www.goodreads.com/book/show/1254.The_Leadership_Pipeline">The Leadership Pipeline: How to Build the Leadership Powered Company</a></li>
  <li><a href="https://www.goodreads.com/book/show/33369254-the-manager-s-path">The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change</a></li>
  <li><a href="https://www.goodreads.com/book/show/324750.High_Output_Management">High Output Management</a></li>
  <li><a href="https://www.goodreads.com/book/show/18491275-the-first-90-days-updated-and-expanded">The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter</a></li>
  <li><a href="https://www.goodreads.com/book/show/48019.The_Effective_Executive">The Effective Executive: The Definitive Guide to Getting the Right Things Done</a></li>
  <li><a href="https://www.goodreads.com/book/show/18197267-don-t-make-me-think-revisited">Don’t Make Me Think: A Common Sense Approach to Web Usability</a></li>
  <li><a href="https://www.goodreads.com/book/show/123716.The_Deadline">The Deadline: A Novel About Project Management</a></li>
  <li><a href="https://www.goodreads.com/book/show/1660754.The_Psychology_of_Computer_Programming">The Psychology of Computer Programming</a></li>
  <li><a href="https://www.goodreads.com/book/show/2342271.Adrenaline_Junkies_and_Template_Zombies">Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behaviour</a></li>
  <li><a href="https://www.goodreads.com/book/show/566213.The_Secrets_of_Consulting">The Secrets of Consulting: A Guide to Giving and Getting Advice Successfully</a></li>
  <li><a href="https://www.goodreads.com/book/show/49040.Death_by_Meeting">Death by Meeting</a></li>
  <li><a href="https://www.goodreads.com/book/show/12975375-the-advantage">The Advantage: Why Organizational Health Trumps Everything Else in Business</a></li>
  <li><a href="https://www.goodreads.com/book/show/12838919-rise">Rise: 3 Practical Steps for Advancing Your Career, Standing Out as a Leader, and Liking Your Life</a></li>
  <li><a href="https://www.goodreads.com/book/show/2618.The_Innovator_s_Solution">The Innovator’s Solution: Creating and Sustaining Successful Growth</a></li>
  <li><a href="https://www.goodreads.com/book/show/17255186-the-phoenix-project">The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win</a></li>
  <li><a href="https://www.goodreads.com/book/show/39080433-accelerate">Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organisations</a></li>
</ul>

<h3 id="useful-papers">Useful papers</h3>

<ul>
  <li><a href="https://www.allthingsdistributed.com/files/amazon-dynamo-sosp2007.pdf">Dynamo: Amazon’s Highly Available Key-Value Store</a></li>
  <li><a href="https://www.microsoft.com/en-us/research/wp-content/uploads/2016/02/acrobat-17.pdf">Hints for Computer System Design</a></li>
  <li><a href="https://joeyoder.com/PDFs/mud.pdf">Big Ball of Mud</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//archive/gfs-sosp2003.pdf">The Google File System</a></li>
  <li><a href="https://mvdirona.com/jrh/TalksAndPapers/JamesRH_Lisa.pdf">On Designing and Deploying Internet-Scale Services</a></li>
  <li><a href="https://www.infoq.com/articles/cap-twelve-years-later-how-the-rules-have-changed/">CAP Twelve Years Later: How the “Rules” Have Changed</a></li>
  <li><a href="https://radlab.cs.berkeley.edu/people/fox/static/pubs/pdf/c18.pdf">Harvest, Yield, and Scalable Tolerant Systems</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//archive/mapreduce-osdi04.pdf">MapReduce: Simplified Data Processing on Large Clusters</a></li>
  <li><a href="https://research.google/pubs/pub36356/">Dapper, a Large-Scale Distributed Systems Tracing Infrastructure</a></li>
  <li><a href="https://notes.stephenholiday.com/Kafka.pdf">Kafka: a Distributed Messaging System for Log Processing</a></li>
  <li><a href="https://www.usenix.org/system/files/conference/nsdi15/nsdi15-paper-sharma.pdf">Wormhole: Reliable Pub-Sub to Support Geo-Replicated Internet Services</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//pubs/archive/44843.pdf">Borg, Omega, and Kubernetes</a></li>
  <li><a href="https://research.google/pubs/pub43438/">Large-Scale Cluster Management at Google with Borg</a></li>
  <li><a href="https://storage.googleapis.com/pub-tools-public-publication-data/pdf/41684.pdf">Omega: Flexible, Scalable Schedulers for Large Compute Clusters</a></li>
  <li><a href="https://people.eecs.berkeley.edu/~alig/papers/mesos.pdf">Mesos: A Platform for Fine-Grained Resource Sharing in the Data Center</a></li>
  <li><a href="https://www.usenix.org/system/files/conference/hotcloud16/hotcloud16_burns.pdf">Design Patterns for Container-Based Distributed Systems</a></li>
  <li><a href="https://raft.github.io/raft.pdf">Raft: In Search of an Understandable Consensus Algorithm</a></li>
  <li><a href="https://www.microsoft.com/en-us/research/publication/paxos-made-simple/">Paxos Made Simple</a></li>
  <li><a href="https://www.cs.cornell.edu/projects/Quicksilver/public_pdfs/SWIM.pdf">SWIM: Scalable Weakly-Consistent Infection-Style Process Group Membership Protocol</a></li>
  <li><a href="https://www.microsoft.com/en-us/research/publication/byzantine-generals-problem/">The Byzantine Generals Problem</a></li>
  <li><a href="https://www.microsoft.com/en-us/research/publication/byzantine-generals-problem/">Out of the Tar Pit</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//archive/chubby-osdi06.pdf">The Chubby Lock Service for Loosely-Coupled Distributed Systems</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//archive/bigtable-osdi06.pdf">Bigtable: A Distributed Storage System for Structured Data</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//archive/spanner-osdi2012.pdf">Spanner: Google’s Globally-Distributed Database</a></li>
  <li><a href="https://fc16.ifca.ai/preproceedings/25_Lang.pdf">Security Keys: Practical Cryptographic Second Factors for the Modern Web</a></li>
  <li><a href="https://research.google/pubs/pub44860/">BeyondCorp: Design to Deployment at Google</a></li>
  <li><a href="https://static.googleusercontent.com/media/research.google.com/en//pubs/archive/36737.pdf">Availability in Globally Distributed Storage Systems</a></li>
  <li><a href="https://info.perforce.com/rs/perforce/images/GoogleWhitePaper-StillAllonOneServer-PerforceatScale.pdf">Still All on One Server: Perforce at Scale</a></li>
  <li><a href="https://research.google/pubs/pub41342/">Large-Scale Automated Refactoring Using ClangMR</a></li>
  <li><a href="https://s3.amazonaws.com/systemsandpapers/papers/sofsem10.pdf">Source Code Rejuvenation is not Refactoring</a></li>
  <li><a href="https://s3.amazonaws.com/systemsandpapers/papers/sofsem10.pdf">Searching for Build Debt: Experiences Managing Technical Debt at Google</a></li>
  <li><a href="https://s3.amazonaws.com/systemsandpapers/papers/sofsem10.pdf">No Silver Bullet, Essence and Accident in Software Engineering</a></li>
  <li><a href="https://people.eecs.berkeley.edu/~brewer/cs262/unix.pdf">The UNIX Time-Sharing System</a></li>
</ul>

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<entry>
    <title type="text">[post] The Lean Startup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/lean-startup"/>
    <id>/lean-startup</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#introduction">Introduction</a></li>
  <li><a href="#lean-startup-method">Lean Startup method</a></li>
  <li><a href="#define">Define</a></li>
  <li><a href="#learn">Learn</a></li>
  <li><a href="#experiment">Experiment</a></li>
  <li><a href="#leap">Leap</a></li>
  <li><a href="#test">Test</a></li>
  <li><a href="#measure">Measure</a></li>
  <li><a href="#pivot-or-persevere">Pivot (or persevere)</a></li>
  <li><a href="#accelerate">Accelerate</a></li>
  <li><a href="#growth">Growth</a></li>
</ul>

<h2 id="introduction">Introduction</h2>

<blockquote>
  <p>Hard work and perseverance don’t lead to success. It’s the boring stuff that matters the most</p>
</blockquote>

<p>Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.
We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it’s ready. And we charge money for it.</p>

<blockquote>
  <p>I kept having the experience of working incredibly hard on products that ultimately failed in the marketplace. At first, largely because of my background, I viewed these as technical problems that required technical solutions: better architecture, a better engineering process, better discipline, focus, or product vision</p>
</blockquote>

<p>The business and marketing functions of a startup should be considered as important as engineering and product development and therefore deserve an equally rigorous methodology to guide them.</p>

<h3 id="five-principles-of-lean-startup">Five principles of Lean Startup</h3>

<ol>
  <li><strong>Entrepreneurs are everywhere</strong> and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry</li>
  <li><strong>Entrepreneurship is management</strong>. “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth.</li>
  <li><strong>Validated learning</strong>. Startups exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision.</li>
  <li><strong>Build-Measure-Learn</strong>. Turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere</li>
  <li><strong>Innovation accounting</strong>. We need focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work</li>
</ol>

<h3 id="why-startups-fail">Why startups fail?</h3>

<p>Planning and forecasting are only accurate when based on a long, stable operating history and a relatively static environment. Startups have neither.</p>

<h2 id="lean-startup-method">Lean Startup method</h2>

<p>Many entrepreneurs take a “just do it” attitude, avoiding all forms of management, process, and discipline. Unfortunately, this approach leads to chaos more often than it does to success.</p>

<p>Progress in manufacturing is measured by the production of high-quality physical goods. As we’ll see in Chapter 3, the Lean Startup uses a different unit of progress, called <strong>validated learning</strong>.</p>

<p>Consider the recommendation that you build cross-functional teams and hold them accountable to what we call learning milestones instead of organizing your company into strict functional departments (marketing, sales, information technology, human resources, etc.) that hold people accountable for performing well in their specialized areas.</p>

<p>When people are used to evaluating their productivity locally, they feel that a good day is one in which they did their job well all day. When I worked as a programmer, that meant eight straight hours of programming without interruption. That was a good day. In contrast, if I was interrupted with questions, process, or—heaven forbid—meetings, I felt bad</p>

<blockquote>
  <p>Code and product features were tangible to me. Learning, by contrast, is frustratingly intangible.</p>
</blockquote>

<p><strong>The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible</strong>. Every new version of a product, every new feature, and every new marketing program is an attempt to improve this engine of growth</p>

<h3 id="lean-startup">Lean Startup</h3>

<p>Instead of making complex plans that are based on a lot of assumptions, you can make constant adjustments with a steering wheel called the <strong>Build-Measure-Learn feedback loop</strong>.
Startups also have a true north, a destination in mind: creating a thriving and world-changing business. I call that a startup’s vision.
Startups employ a strategy, which includes a business model, a product road map, a point of view about partners and competitors, and ideas about who the customer will be. The product is the end result of this strategy.
Less frequently, the strategy may have to change (called a pivot). However, the overarching vision rarely changes. Entrepreneurs are committed to seeing the startup through to that destination.</p>

<h2 id="define">Define</h2>

<p>Entrepreneurial prerequisites: proper team structure, good personnel, a strong vision for the future and an appetite for risk taking.</p>

<blockquote>
  <p>A startup is a human institution designed to create a new product or service under conditions of <strong>extreme uncertainty</strong></p>
</blockquote>

<p>Take a note that it does not say anything about the size of the company. Anything customers experience from their interaction with a company should be considered part of that company’s product.</p>

<p><em>Clayton Christensten The Innovator’s Dilemma</em>: Companies very good at incremental improvements to existing products and serving customers (<em>sustaining innovation</em>), but struggle to create breakthrough new products (<em>disruptive innovation</em>) that can create new sustainable sources of growth.</p>

<p>Innovation is a bottoms-up, decentralized, and unpredictable thing. It does not mean it cannot be managed. Cultivating entrepreneurship is the responsibility of senior management. Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.</p>

<h2 id="learn">Learn</h2>
<p>As an engineer or manager, people are accustomed to measure progress by making sure work proceeded according to the plan, it is high quality and cost fits projections. As an entrepreneur, this might not be the best way of measuring progress. <strong>What if we found ourselves building something that nobody wants?</strong></p>

<p>If the fundamental goal of entrepreneurship is to engage in organization building under conditions of extreme uncertainty, its most vital function is learning. We must learn what customers really want, not what they say they want or what we think they should want.</p>

<p>Validated-learning is not after-the-fact rationalization or a good story designed to hide failure. It’s a rigorous method for demonstrating progress. It’s a way of demonstrating empirically that a team has discovered valuable truths about a startup’s present and future business prospects.</p>

<p>The question is not “Can this product be built?” but more like “Should this product be built?” or “Can we build a sustainable business around this set of products and services?”. <strong>Everything a startup does is understood to be an experiment designed to achieve validated learning.</strong></p>

<h2 id="experiment">Experiment</h2>

<p><strong>If the plan is to see what happens, a team is guaranteed to succeed – at seeing what happens – but won’t necessarily gain validated learning</strong>. If you cannot fail, you cannot learn. A true experiment follows the scientific method. It begins with clear hypothesis that makes predictions and it then tests predictions empirically. Startup experimentation is guided by startup’s vision. The goal of startups is to discover how to build a sustainable business around that vision.</p>

<p>The two most important assumptions entrepreneurs make are:</p>
<ul>
  <li>The <em>value hypothesis</em> tests whether a product or service really delivers value to customers. Experiments provide a more accurate gauge.</li>
  <li>The <em>growth hypothesis</em> tests how new customers will discover a product or service. The point is not to find the average customer but to find <em>early adopters</em>. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.</li>
</ul>

<h3 id="an-experiment-is-a-product">An experiment is a product</h3>
<p>Good questions for the team to answer why developing product:</p>
<ul>
  <li>Do consumers recognise that they have the problem you are trying to solve?</li>
  <li>If there was a solution, would they buy it?</li>
  <li>Would they buy it from us?</li>
  <li>Can we build a solution for that problem?</li>
</ul>

<blockquote>
  <p><strong>Success is not delivering a feature; success is learning how to solve the customer’s problem.</strong></p>
</blockquote>

<h2 id="how-vision-leads-to-steering">How vision leads to steering</h2>

<ul>
  <li><strong>Qualitative feedback</strong>: What customers like and don’t like.</li>
  <li><strong>Quantiative feedback</strong>: How many customers use the product and find it valuable.</li>
</ul>

<p>The riskiest elements of a startup’s plan are the <em>leap-of-faith</em> assumptions. The two most important ones are the <strong>value hypothesis</strong> and the <strong>growth hypothesis</strong>. Once clear on these leap-of-faith assumptions the first step is to enter the Build phase as quickly as possible with a minimum viable product (MVP).</p>

<p><strong>MVP</strong>: Is the version of the product that enables a full turn of the <em>Build-Measure-Learn</em> loop with the minimum amount of effort and the least amount of development time. Lacks many features that may prove essential later on. <strong>We must be able to measure its impact</strong>. We also need to get in front of potential customers to gauge their reactions.</p>

<p>The biggest challenge once we get into the <em>Measure</em> phase is determining if the product development efforts are leading to real progress. We do this by a method called <em><strong>innovation accounting</strong></em>.</p>

<p>Innovation accounting is a quantitative approach that allow us to create <em>learning milestones</em> instead of the traditional business and product milestones.</p>

<p>Upon completing the <em>Build-Measure-Learn</em> loop we confront the most difficult question any entrepreneur faces: whether to <strong>pivot</strong> the original strategy or persevere.</p>

<p><strong>Planning works in the reverse order: we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement</strong>.</p>

<h2 id="leap">Leap</h2>

<h3 id="strategy-is-based-on-assumptions">Strategy is based on assumptions</h3>

<p>Every business plan begins with a set of assumptions. A startup early efforts should be to test them as quickly as possible. The first challenge for an entrepreneur is to build an organization that can test these assumptions systematically. The second challenge is to perform that rigorous testing without losing sight of the company’s overall vision.</p>

<p>What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which part of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.</p>

<h3 id="growth">Growth</h3>

<p>The first step in understanding a new product or service is to figure out if it is fundamentally value-creating or value-destroying.</p>

<p>It’s essential that entrepreneurs understand the reasons behind a startup’s growth. There are many value-destroying kinds of growth that should be avoided (a business that grows through continuos fund-raising from investors and lots of paid advertising but does not develop a value-creating product).</p>

<h3 id="design-and-customer-archetype">Design and customer archetype</h3>

<p>The goal of the early contact with customers is not to gain definitive answers but to clarify at a basic level that we understand our potential customer and what problems they have. <strong>The archetype is a brief document that represents a target customer and serves as a guide for product development.</strong> An archetype is an hypothesis, not a fact.</p>

<h3 id="analysis-paralysis">Analysis paralysis</h3>

<p>There are two ever-present dangers:</p>
<ul>
  <li><strong>Just-do-it</strong> school of entrepreneurship are impatient to get started and don’t want to spend time analyzing their strategy.</li>
  <li>Others fall victim to <strong>analysis paralysis</strong>, talking to customers, reading research reports and whiteboard strategizing are all equally unhelpful.</li>
</ul>

<p>How do entrepreneurs know when to stop analyzing and start building? The answer is a concept called Minimum Viable Product.</p>

<h2 id="test">Test</h2>

<p>An <strong>MVP</strong> is simply the fastest way to get through the <em>Build-Measure-Learn</em> feedback loop with the minimum amount of effort. The goal of an MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer a product design or technical questions but to <strong>test fundamental business hypothesis</strong>.</p>

<h3 id="first-products-arent-mean-to-be-perfect">First products aren’t mean to be perfect</h3>

<p>Before new products can be sold successfully to the mass market, they have to be sold to early adopters.</p>

<h3 id="the-concierge-minimum-viable-product">The concierge minimum viable product</h3>

<p>This is a personal in-home visits and manual works (no software) just to learn as fast as possible. In a concierge MVP, the personalized service is not the product but the learning activity designed to test the leap-of-faith assumptions in the company’s growth model.</p>

<p><strong>Wizard of Oz test</strong>: Customers believe they are interacting with the actual product but behind the scenes human beings are doing the work.</p>

<h3 id="the-role-of-quality-and-design-in-an-mvp">The role of quality and design in an MVP</h3>

<p>It challenges the traditional notions of quality.</p>

<blockquote>
  <p>If we do not know who the customer is, we do not know what quality is.</p>
</blockquote>

<p>MVPs require the courage to put one’s assumptions to the test.</p>

<p><strong>The Lean Startup method is not opposed to building high-quality products</strong>, but only in service of the goal of winning over customers. This does not mean operating in a sloppy or undisciplined way. There is a category of quality problems that have a net effect of slowing down the <em>Build-Measure-Learn</em> feedback loop. Defects make it more difficult to evolve the product. They actually interfere with our ability to learn and so are dangerous to tolerate in any production process. Instead of reducing the quality, reduce the scope: remove any feature process, or effort that does not contribute directly to the learning seek.</p>

<h2 id="measure">Measure</h2>

<p>A startup job is to:</p>

<ol>
  <li>Rigorously measure where it is right now.</li>
  <li>Devise experiments to learn how to move the real numbers closer to the ideal reflected in the business plan.</li>
</ol>

<h3 id="accountability-framework">Accountability framework</h3>

<p>It begins by turning the leap-of-faith assumptions into quantitative financial model.</p>

<p><strong>The rate of growth depends primarily on three things: the profitability of each customer, the cost of acquiring new customers, and the repeat purchase rate of existing customers.</strong></p>

<h3 id="three-learning-milestones">Three learning milestones</h3>

<p>First, use an MVP to establish real data on where the company is right now.</p>

<p>Second, startups must attempt to tune the engine from the baseline towards the ideal. Then the company reaches a decision point.</p>

<p>Third: Pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively.</p>

<h3 id="establish-the-baseline">Establish the baseline</h3>

<p>Smoke tests (ability to preorder a product that is yet to be built) with its marketing materials. It will measure if customers are interested in trying a product.</p>

<p>These MVPs provide the first example of <em>learning milestone</em>.</p>

<p>When one is choosing among the many assumptions in the business plan, it makes sense to test the riskiest assumptions first.</p>

<h3 id="tuning-the-engine">Tuning the engine</h3>

<p>Every product development, marketing, or other initiative that a startup undertakes should be targeted at <strong>improving one of the drivers of its growth model</strong>.</p>

<p>Remember that a good design is one that changes customer behavior for the better.</p>

<h3 id="pivot-or-persevere">Pivot or persevere</h3>

<p>If we are not moving the drivers of our business model, we are not making progress. That becomes a sure sign that it’s time to pivot.</p>

<h3 id="improving-a-product-on-five-dollars-a-day">Improving a product on five dollars a day</h3>

<blockquote>
  <p>We tracked the “funnel metrics” behaviours that were critical to our engine of growth. Five dollars bought us a hundred clicks every day. From a marketing point of view this was not very significant, but for learning it was priceless. Every single day we were able to measure our product’s performance with a brand new set of customers. Each day was a new experiment.</p>
</blockquote>

<h3 id="cohort-analysis">Cohort analysis</h3>
<p>Instead of looking at cumulative totals or gross numbers such as total revenue and total number of customers, one looks at the performance of customers that comes into contact with the product independently.</p>

<blockquote>
  <p>Out of frustration of not knowing what to do I was finally ready to turn to the last resort: talking to customers. I was ready to ask the right questions.</p>
</blockquote>

<h3 id="optimization-versus-learning">Optimization versus learning</h3>

<p>Engineers, designers and marketers are all skilled at optimization. A startup has to measure progress against a high bar: evidence that a sustainable business can be built around its products or services. This can only be assessed only if a startup has made clear, tangible predictions ahead of time.</p>

<h3 id="actionable-metrics-versus-vanity-metrics">Actionable metrics versus vanity metrics</h3>

<p>How do we know which features to prioritize? How can we get more customers to sign up and pay? How can we get out the word about our product?</p>

<h3 id="cohorts-and-split-tests">Cohorts and split-tests</h3>

<blockquote>
  <p>Instead of looking at gross metrics, <em>Grockit</em> switched to cohort-based metrics, and instead of looking for cause-and-effect relationships after the fact, <em>Grockit</em> would launch each new feature as a true split-test experiment.</p>
</blockquote>

<p>Many features that make the product better in the eyes of engineers and designers have no impact on customer behaviour.</p>

<h3 id="the-value-of-the-three-as">The value of the three a’s</h3>

<p>Three A’s of metrics:</p>
<ul>
  <li><strong>Actionable</strong>: It must demonstrate clear cause and effect.</li>
  <li><strong>Accessible</strong>: Reports as simple as possible so everyone understands them. Use tangible, concrete units. Cohort-based reports are the gold standard of metrics: they turn complex actions into people reports. Reports deal with people and their actions. Accessibility also refers to widespread access to the reports.</li>
  <li><strong>Auditable</strong>: The data is credible to employees. The loser of the argument would challenge the veracity of the data. <strong>We need to test the data by hand by talking to customers. This is the only way to be able to check if the reports contain true facts.</strong> This also has the benefit to giving insight into why customers are behaving the way the data indicate.</li>
</ul>

<h2 id="pivot-or-persevere-1">Pivot (or persevere)</h2>

<p>Pivot: A structured course correction designed to test a new fundamental hypothesis.</p>

<p>The heart of the scientific method is the realization that although human judgment may be faulty, we can improve our judgment by subjecting to theories to repeated testing.</p>

<p>Startup productivity is not about cranking out more widgets or features. It is about aligning our efforts with a business and product that are working to create value and drive growth.</p>

<p><strong>The problem with the notion of shipping a product is that you are guaranteed to succeed at seeing what happens.</strong></p>

<p>Direct contact with customers proved essential.</p>

<p>A startup’s runway is the number of pivots it can still make.</p>

<h3 id="pivots-require-courage">Pivots require courage</h3>

<p>Entrepreneurs need to face their fears and be willing to fail, often in a public way. Run away from vanity metrics as they form false conclusions and create an alternate private reality.</p>

<h4 id="the-pivot-or-persevere-meeting">The pivot or persevere meeting</h4>

<p><strong>The decreasing effectiveness of product experiments and the general feeling that product development should be more productive. Whenever you see those symptoms, consider a pivot.</strong></p>

<h4 id="catalog-of-pivots">Catalog of pivots</h4>

<ul>
  <li><strong>Zoom-in pivot</strong>: What previously was considered a single feature in a product becomes the whole product.</li>
  <li><strong>Zoom-out pivot</strong>: Sometimes a single feature is insufficient to support the whole product.</li>
  <li><strong>Consumer segment pivot</strong>: The company realizes that the product it is building solves a real problem for real customers but that they are not the type of customers it originally planned to serve.</li>
  <li><strong>Customer need pivot</strong>: It sometimes becomes clear that the problem we’re trying to solve for them is not very important, we discover other related and more important problems.</li>
  <li><strong>Platform pivot</strong>: From an application to a platform or vice versa.</li>
  <li><strong>Business architecture pivot</strong>: Two major business architectures: High margin, low volume (complex systems) or low margin, high volume (volume operations model).</li>
  <li><strong>Value capture pivot</strong>: Capture the value of a company creates. Monetization or revenue models. Capturing value is an intrinsic part of the product hypothesis.</li>
  <li><strong>Engine of growth pivot</strong>: Three primary engines of growth that power startups: the viral, sticky and paid growth models.</li>
  <li><strong>Channel pivot</strong>: The mechanism by which a company delivers its product to customers is called the sales channel or distribution channel. A channel pivot is a recognition that the same basic solution could be delivered through a different channel with greater effectiveness. <em>It is precisely because of its destructive effect on sales channels that the Internet has had such a disruptive influence in industries that previously required complex sales and distribution channels.</em></li>
  <li><strong>Technology pivot</strong>: A company discovers a way to achieve the same solution by using a completely different technology. The only question is whether the new technology can provide superior price and/or performance compared with existing technology.</li>
</ul>

<h4 id="a-pivot-is-a-strategic-hypothesis">A pivot is a strategic hypothesis</h4>

<p>A pivot is better understood as a new strategic hypothesis that will require a new minimum viable product to test. Even after a company achieves initial success, it must continue to pivot. It’s a special kind of structured change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.</p>

<h2 id="accelerate">Accelerate</h2>

<p>How much time and energy should companies invest in infrastructure and planning early on in <em>anticipation</em> of success? Spend too much and you waste precious time that could have been spent learning. Spend too little and you may fail to take advantage of early success and cede market leadership to a fast follower.</p>

<p>Traditional departments create incentive structures that keep people focused on excellence in their specialities: marketing, sales, product development.</p>

<p>The critical first question for any lean transformation is: which activities create value and which are a form of waste?</p>

<p>What products do customers really want? How will our business grow? Who is our customer? Which customers should we listen to and which should we ignore? These are the questions that need answering as quickly as possible to maximize a startup’s chances of success.</p>

<p>Today’s companies must learn to master a management portfolio of sustainable and disruptive innovation.</p>

<h3 id="batch">Batch</h3>

<blockquote>
  <p>Daddy, first you should fold all of the newsletters. Then you should attach the seal. Then you should put the stamps.</p>
</blockquote>

<p>Their father wanted to do it the counterintuitive way: complete each envelope one at a time. They - like most of us - thought that was backward “That wouldn’t be efficient!”</p>

<p><strong>Doing it one at a time is faster</strong>. Intuition does not take into account the extra time to sort, stack and move around the large piles of half-complete envelopes when it’s done the other way.</p>

<p>In process-oriented work like this, individual performance is not nearly as important as the overall performance of the system.</p>

<p>The small-batch approach produces a finished product every few seconds, whereas the large-batch approach must deliver all the product at once, at the end. What if it turns out that the customers have decided they don’t want the product? Which process would allow a company to find this out sooner?</p>

<p>Lean manufacturers discovered the benefits of small batches ago. Innovators as Taiichi Ohno, Shigeo Shingo and others found a way to succeed by using small batches. Instead of buying large specialized machines that could produce thousands of parts at a time, Toyota used smaller general-purpose machines that could produce a wide variety of parts in small batches.</p>

<p>Because of its smaller batch size, Toyota was able to produce a much greater diversity of products.</p>

<p><strong>The biggest benefit of working in small batches is that quality problems can be identified much sooner.</strong> This is the origin of Toyota’s famous <em>andon</em> cord, which allows any worker to ask for help as soon as they notice any problem, such a defect in physical part, stopping the entire production line if it cannot be corrected immediately. It can interrupt the flow as the line is halted repeatedly. The benefits of finding and fixing problems faster outweigh this cost. This process of continuously driving out defects has been a win-win for Toyota and its customers.</p>

<h4 id="small-batches-in-entrepreneurship">Small batches in entrepreneurship</h4>

<p>In the Lean Startup the goal is not to produce more stuff efficiently but to learn how to build a sustainable business. <strong>as quickly as possible</strong>.</p>

<p>Working in small batches ensures that a startup can minimize the expenditure of time, money, and effort that ultimately turns out to have been wasted.</p>

<p>Nowadays large batches are still the rule. The work that goes into the development of a new product proceeds on a virtual assembly line. Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel. These designs are passed to engineering, which builds something new or modifies an existing product and, once this is done, hands it off to somebody responsible for verifying that the new product works the way the product managers and designers intended</p>

<p>Instead of working in separate departments, engineers and designers would work together side by side on one feature at a time. Whenever that feature was ready to be tested with customers, they immediately would release a new version of the product, which would go live on our website for a relatively small number of people.</p>

<h4 id="continuous-deployment-beyond-software">Continuous deployment beyond software</h4>

<ul>
  <li><strong>Hardware becoming software.</strong> What can be built out of software can be modified much faster than a physical or mechanical device can.</li>
  <li><strong>Fast production changes</strong>. When the design changes, there is no excess inventory of the old version to slow things down. Since machines are designed for rapid changeovers, as soon as the new design is ready, new version can be produced quickly.</li>
  <li><strong>3D printing and rapid prototyping tools</strong>. By reducing the batch size, we can get through the Build-Measure-Learn feedback loop more quickly than our competitors can.</li>
</ul>

<h2 id="growth-1">Growth</h2>

<h3 id="where-does-growth-come-from">Where does growth come from?</h3>

<p>Sustainable growth is characterized by one simple rule: New customers come from the actions of past customers.</p>

<ul>
  <li><strong>Word of mouth</strong>. Natural level of growth that is caused by satisfied customers’ enthusiasm for the product.</li>
  <li><strong>As a side effect of product usage</strong>. When you see someone dressed int he latest clothes or driving a certain car, you may be influenced to by that product.</li>
  <li><strong>Through funded advertising</strong>. As long as the cost of acquiring a new customer (the so-called marginal cost) is less than the revenue of that customer generates (the marginal revenue), the excess (the marginal profit) can be used to acquire more customers. The more marginal profit, the faster growth.</li>
  <li><strong>Through repeat purchase or use.</strong> Some products are designed to be purchased repeatedly either through a subscription plan or through voluntary repurchases.</li>
</ul>

<h3 id="the-three-engines-of-growth">The three engines of growth</h3>

<p>There are always a zillion new ideas about how to make the product better floating around, but the hard truth is that most of those ideas make a difference only at the margins. They are mere optimizations. Startups have the focus on the big experiments that lead to validated learning.</p>

<h4 id="the-sticky-engine-of-growth">The sticky engine of growth</h4>

<p>Products are designed to attract and retain customers for the long term. There is an expectation that once you start using their product, you’ll continue to do so.
Companies using the sticky engine of growth track their attrition rate or churn rate very carefully. The churn rate is defined as the fraction of customers in any period who fail to remain engaged with the company’s product.
The rules that govern the sticky engine of growth are pretty simple: if the rate of new customer acquisition exceeds the churn rate, the product will grow. The speed of growth is determined by what I call the rate of compounding, which is simple the natural growth rate minus the churn rate.
Example: 61% retention rate, 31% growth rate, compounding growth rate of just 0.02%, almost zero.</p>

<h4 id="the-viral-engine-of-growth">The viral engine of growth</h4>

<p>The viral engine is powered by a feedback loop that can be quantified. It is called the <em>viral loop</em>, and its speed is determined by a single mathematical term called the <em>viral coefficient</em>. The higher this coefficient is, the faster the product will spread. How many friends will each customer bring with him or her? A viral loop with a coefficient that is greater than 1.0 will grow exponentially.
Many viral products do not charge customers directly but rely on indirect sources of revenue such as advertising. This is the case because viral products cannot afford to have any friction impede the process of signing customers up and recruiting their friends.</p>

<h4 id="the-paid-engine-of-growth">The paid engine of growth</h4>

<p>If either company wants to increase its rate of growth, it can do so in one of two ways: increase the revenue from each customer or drive down the cost of acquiring a new customer.</p>

<p>The paid engine of growth is powered by a feedback loop. Each customer pays a certain amount of money for the product over his or her “lifetime” as a customer. Once variable costs are deducted, this usually is called customer <em>lifetime value</em> (LTV). This revenue can be invested in growth by buying advertising.</p>

<p>Example: If the CPA remains at $2 but the LTV falls bellow $2, the company’s growth will slow down. It may make up the difference with one-time tactics such as using invested capital or publicity stunts, but those tactics are not sustainable.</p>

<h3 id="technical-caveat">Technical caveat</h3>

<p>More than one engine of growth can operate in a business at a time. It’s strongly recommended to focus one engine at a time. What really matters is not the raw numbers or the vanity metrics but the direction and degree of progress.</p>

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  </entry>



<entry>
    <title type="text">[post] The Manager&apos;s Path - A Guide for Tech Leader</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/managers-path"/>
    <id>/managers-path</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#management-101">Management 101</a></li>
  <li><a href="#mentoring">Mentoring</a></li>
  <li><a href="#tech-lead">Tech lead</a></li>
  <li><a href="#managing-people">Managing people</a></li>
  <li><a href="#managing-a-team">Managing a team</a></li>
  <li><a href="#managing-multiple-teams">Managing multiple teams</a></li>
  <li><a href="#managing-managers">Managing managers</a></li>
  <li><a href="#the-big-leagues">The big leagues</a></li>
  <li><a href="#bootstrapping-culture">Bootstrapping culture</a></li>
</ul>

<p>Engineering management is not just about people management. Hands-on expertise gives you credibility and helps leading your team effectively.</p>

<h2 id="management-101">Management 101</h2>

<p>You should expect from your manager</p>

<h3 id="one-on-one-meetings">One-on-one meetings</h3>

<p><strong>1-1s allow human connection.</strong> You should let your manager know about your life a bit, it would be easier to ask for time off when times become stressful. Great managers notice your energy level.</p>

<p>Being an introvert is not an excuse to avoid treating people like human beings. Your manager should treat you like a human that has a life outside work, you should expect to talk a few minutes about that life when you meet.</p>

<p><strong>It is an opportunity to speak privately.</strong> You should expect 1-1s to be scheduled with some predictability, so that you can plan for them.</p>

<p>Good 1-1s are not status meetings. You can use the email or chat for those.</p>

<p>It’s a good idea to come with an agenda of things to discuss.</p>

<h3 id="feedback-and-workplace-guidance">Feedback and workplace guidance</h3>

<p>Good managers will let you know when you screw up. The sooner you know about your bad habits the easier they will be to correct.</p>

<p><strong>Praise should be public and criticism should be private.</strong></p>

<p>If you do things apart from code, your manager should help you out to improve in those things. Asking for advice is a great way to show respect to her. <strong>Your manager is your number one ally.</strong></p>

<p>In difficult situations with your teammate or people from other teams, your manager should be there to help you navigate the situation.</p>

<p>Good managers will also help you understand the value of the work you are doing when is not fun or glamourous.</p>

<p>The more senior you become, the less feedback you will be likely to receive. You should become comfortable driving your 1-1s.</p>

<h3 id="training-and-career-growth">Training and career growth</h3>

<p>Your manager holds some responsibility helping you out with training and other resources for career growth.</p>

<p>Your manager should be essential in advocating for your promotion and getting approved. She should also know if you are qualified to be promoted. Managers cannot guarantee promotions, but good ones will know how to help you out to perform well in the system.</p>

<h3 id="you-are-responsible-for-yourself">You are responsible for yourself</h3>

<p>Knowing yourself is step one. Step two is going after what you want.</p>

<p>When you want to work on a project, ask. When you are persistently unhappy, speak out. You will not get everything you want, and asking is not fun, but it’s the fastest way forward.</p>

<h3 id="give-your-manager-a-break">Give your manager a break</h3>

<p><strong>The job of your manager is to do the best thing for the company and the team, not to do whatever it takes to make you happy.</strong></p>

<p>The only person you can change is yourself. Your manager expect you to bring solutions, not problems.</p>

<h3 id="choose-your-managers-wisely">Choose your managers wisely</h3>

<p>Consider not only the job, the company and the pay, but also the manager when evaluating job opportunities. Strong managers have strong networks, and they can get you jobs even after you stop working for them.</p>

<h2 id="mentoring">Mentoring</h2>

<h3 id="being-a-mentor">Being a mentor</h3>

<p>It is an opportunity in a safe way about the job of management, and the feeling of being responsible for another person. The mentee gets a supervisor that is solely focused on him.</p>

<h4 id="mentoring-an-intern">Mentoring an intern</h4>

<p>You want him to love you as he will go to his friends and tell about you and the company he worked for.</p>

<p>You will have to have a project in mind, look for small features of your current project that would take a few days to complete and start from there.</p>

<p>Try to sit with him as much as possible the first days.</p>

<ul>
  <li><strong>Listen carefully.</strong> Listening is one of the basic skills for people management. Listening is the precursor of empathy, which is one of the core skills of a quality manager. When you mentee is speaking to you, pay attention to your behaviour. Listening goes beyond hearing words, people are not usually precise on what they mean. Let your mentee correct you.</li>
  <li><strong>Communicate clearly.</strong> Communicate what needs to happen.</li>
  <li><strong>Calibrate your response.</strong> During the first weeks of the internship, you’ll learn the frequency you need to check in with your mentee to provide the right adjustments.</li>
</ul>

<h4 id="mentoring-a-new-hire">Mentoring a new hire</h4>

<p>Your job consists of onboarding this person in the company effectively, helping out adjusting to the life in the company and building out her network of contacts. There will be many opportunities to clarify many bits of process, culture and jargon that will be completely foreign to a new joiner.</p>

<p>Effective teams have good onboarding documents to provide to new hires.</p>

<p>Part of the mentoring is introducing the new person around, bringing this person into some of your networks will help her to get up to speed faster. Adopt the mindset that network building is a worthwhile investment of your time and energy.</p>

<h4 id="technical-career-mentoring">Technical career mentoring</h4>

<p>The best mentoring relationships evolve naturally and in the context of larger work.</p>

<ul>
  <li><strong>When you are a mentor.</strong> Don’t do it unless you think it will be rewarding for you and the person you’re mentoring. Don’t say yes and then fail to actually do the mentoring work.</li>
  <li><strong>When you are a mentee.</strong> Think about what you want to get out of this relationship, and come prepared to your sessions. If you don’t have time to prepare or you don’t think preparing is necessary, ask yourself if mentoring is really something you need at all. Maybe instead you need a friend, or a therapist, or a coach.</li>
</ul>

<h3 id="good-manager-bad-manager-the-alpha-geek">Good manager, bad manager: the alpha geek</h3>

<p>The alpha geek is driven to be the best engineer on the team, to always have the right answer, and to be the person who solves all the hard problems. He values intelligence and technical skill above all other traits. Can’t deal with dissent. He has all the answers. <strong>The alpha geek tries to create a culture of excellence, but ends up creating a culture of fear.</strong></p>

<p>The alpha geek believes that every developer should know exactly what she knows, and if you don’t know something, she will point out your ignorance. She can be very rigid about how things should be done and closed off to new ideas that she didn’t come up with.</p>

<p><strong>If you have ever wondered why people don’t seem to come to you for help despite your clearly strong technical skills, ask yourself whether you’re showing some signs of being an alpha geek.</strong></p>

<p>Mentoring can be a great opportunity to break out of that habit. <strong>Practicing the art of teaching can help us learn how to nurture and coach, how to phrase things so that others will listen, instead of just shouting them down.</strong></p>

<p><strong>Alpha geeks make absolutely terrible managers.</strong> Better off to give them a focus on technical strategies and system design.</p>

<h3 id="tips-for-the-manager-of-a-mentor">Tips for the manager of a mentor</h3>

<p>What you measure, you improve. You help your team succeed by creating clear, focused, measurable goals. Figure out what you’re hoping to achieve then find the person who can help meet those goals. If your company is setting up mentoring programs, make sure that there is some guidance and structure.</p>

<p>Recognise that the mentor productivity will slow down during the mentoring period. Look for someone that you believe can succeed who wants to distinguish herself beyond her coding ability.</p>

<p>Skills that address emotional needs of people and teams. Because the outcome can be difficult to quantify is often dismissed as less important. Mentors need to be recognised, should be treated as first-class citizens.</p>

<p>Best mentors are going to be people who are further along in their mastery of the job skills that the mentee is trying to develop.</p>

<p>Use this opportunity to reward and train future leaders of your team.</p>

<h3 id="key-takeaways-for-the-mentor">Key takeaways for the mentor</h3>

<ul>
  <li><strong>Be curious and open-minded.</strong> When we close our minds and stop learning, we start to lose the most valuable skill for maintaining and growing a successful technical career. Working with new people who are learning things for the first time can shed light on hidden patterns and help you make connections you may not otherwise have made.</li>
  <li><strong>Listen and speak their language.</strong> Mentoring forces you to hone your communication skills. You must be able to listen and communicate in a way that the person can understand. Teams have to communicate effectively to get anything done.</li>
  <li><strong>Make connections</strong>. Your career ultimately succeeds or fails on the strength of your network. Mentoring is a great way to build this network. Your career is long and the tech world can be very small, so treat the other person well.</li>
</ul>

<h2 id="tech-lead">Tech lead</h2>

<p>The idea that the tech lead role should automatically be given to the most experienced engineer, the one who can handle the most complex features or who writes the best code, is a common misconception that even experienced managers fall for.</p>

<p><em>The tech lead role is not a point in the latter, but a set of responsibilities that any engineer may take once they reach the senior level.</em></p>

<ul>
  <li>Regular (weekly) 1-1 touchbases</li>
  <li>Regular feedback on career growth, progression towards goals, areas for improvement, and praise as warranted.</li>
  <li>Working with reports to identify areas for learning and helping them grow in these areas via project work, external learning, or additional mentoring.</li>
</ul>

<p>The tech lead is learning how to be a strong technical project manager by delegating work effectively without micromanaging. They focus on the whole team’s productivity and strive to increase the impact of the team’s work product.</p>

<p>It is very hard to grow past senior engineer 2 without ever having acted as a tech lead._</p>

<p>You can’t lead without engaging with other people, and people skills should be important, much more than technical expertise. <strong>Tech leads will work on one major new technical skill: project management, or the work of breaking down a project.</strong></p>

<blockquote>
  <p>Being a tech lead is an exercise in influencing without authority. How do I empower my team? How do I remove the obstacles slowing them down?</p>
</blockquote>

<h3 id="all-great-tech-leads-know-this-one-weird-trick">All great tech leads know this one weird trick</h3>

<p>The willingness to step away from the code and figure out how to balance your technical commitments with the work the whole team needs.</p>

<p>You’ll often need to balance doing things you know how to do and enjoy doing, such as writing code, with things you don’t know how to do. You’ll feel uncomfortable about it.</p>

<p>The worst scheduling mistake is allowing yourself to get pulled randomly into meetings.</p>

<p>It’s important to get your team into a schedule that allows them to be focused on development for long stretches of time. <strong>Part of your leadership is helping the other stakeholders, such as your boss and the product manager, respect the team’s focus.</strong></p>

<h3 id="being-a-lead-101">Being a lead 101</h3>

<h4 id="the-main-roles-of-a-tech-lead">The main roles of a tech lead</h4>

<ul>
  <li><strong>System architect and business analyst.</strong> Have a good sense of the overall architecture of your systems and a solid understanding of how to design complex software. Understand business requirements and translate them into software.</li>
  <li><strong>Project planner.</strong> Breaking down work into rough deliverables. Part of the challenge here is getting as much productive work done in parallel as possible.</li>
  <li><strong>Software developer and team leader.</strong> Software developers and leaders write code, communicate challenges and delegate. In your position as a tech lead, you should <em>continue writing code, but not too much</em>. Start looking for opportunities to <em>delegate work</em>.</li>
</ul>

<p>You have to act as a software developer, a system architect, a business analyst, and a team leaders who knows when to do something single-handedly, and when to delegate work to others.</p>

<h3 id="managing-projects">Managing projects</h3>

<p>When faced with a project with many unknowns and relatively hard deadlines, you’ll find agile processes tricky.</p>

<p>You need to understand how to break down work that has complexity beyond the scope of what you can do as an individual.</p>

<p>Hiring for project management is bad, but still project management has to happen. As a tech lead, you should be doing it when needed, especially for deeply technical projects.</p>

<p><strong>The value of planning isn’t that you execute the plan perfectly, that you catch every detail beforehand, or that you predict the future; it’s that you enforce self-discipline to think about the project in some depths before diving in and seeing what happens.</strong></p>

<blockquote>
  <p>Take time to explain. Never hesitate to take the opportunity to explain basics and motivations to senior or junior members. It educates them without making them feel small.</p>
</blockquote>

<h3 id="managing-a-project">Managing a project</h3>

<ol>
  <li><strong>Break down the work.</strong> Start breaking down your big deliverables into tasks.</li>
  <li><strong>Push through the details and the unknowns.</strong> Work through the unknowns until you really feel that there is no more value to be gained in spending time on them.</li>
  <li><strong>Run the project and adjust the plan as you go.</strong> The value of planning is that it helps you know how far the project has come, and how far it is from completion.</li>
  <li><strong>Use the insights gained in the planning process to manage requirement changes.</strong></li>
  <li><strong>Revisit the details as you get close to completion.</strong> Run a <em>premortem</em>, an exercise where you run through all the things that could fail on the launch of the projects. Make a launch plan; make a rollback plan. Celebrate.</li>
</ol>

<h3 id="good-manager-bad-manager-the-process-czar">Good manager, bad manager: the process czar</h3>

<p>The process czar believes that there is is one true process that will solve all the team’s biggest problems. Agile, Kanban, scrum, Lean, or even waterfall.</p>

<p>Engineers sometimes turn into process czars when they become tech leads, seeking out the right tool to solve all issues with planning, focus, time management, and prioritisation.</p>

<p>Processes must meet the needs of the team and the work.</p>

<p><strong>Be careful on relying on processes to solve problems that are a result of communication or leadership gaps on your team.</strong> It’s a waste of your time to play rule cops, and automation can often make the rules more obvious.</p>

<h3 id="how-to-be-a-great-tech-lead">How to be a great tech lead</h3>

<ul>
  <li><strong>Understand architecture.</strong> Take time to understand it. It’s almost impossible to lead projects well when you don’t understand the architecture you’re changing.</li>
  <li><strong>Be a team player.</strong> If you’re doing all the interesting work yourself, stop. Working on the less exciting, boring or frustrating parts of the code base can teach you a lot about where the process is broken and how to fix it. Also, if you are doing the most boring work, stop that too. You want to encourage others on your team to learn the entire system.</li>
  <li><strong>Lead technical decisions.</strong> Determine which decisions must be made by you, which decisions should be delegated to others with more expertise, and which decisions require the whole team to resolve. Make it clear what the matter under discussion is, and communicate the outcome.</li>
  <li><strong>Communicate.</strong> Your productivity is now less important than the productivity of the team. You will pay the price of communication overhead, you represent the team. If one universal talent separates successful leaders it’s communication skills. Successful leaders write well, they read carefully, and the get up in front of a group and speak. Don’t forget to listen and give others a chance to speak. If you aren’t a good note taker, you may need to become one.</li>
</ul>

<h2 id="managing-people">Managing people</h2>

<p>Your team is only as healthy as its individuals.</p>

<p>The main tasks required to manage people:</p>

<ul>
  <li>Taking on a new report</li>
  <li>Holding regular 1-1s</li>
  <li>Giving feedback on career growth, progression toward goals, areas for improvement and praise as warranted</li>
  <li>Working with reports to identify areas for learning and helping them grow in these areas via project work, external learning, or additional mentoring.</li>
</ul>

<h3 id="starting-a-new-reporting-relationship-off-right">Starting a new reporting relationship off right</h3>

<ul>
  <li><strong>Build trust and rapport</strong>. Get to know each other.</li>
  <li><strong>Create a 30/60/90 day plan</strong>. This plan includes basic goals. The more senior the hire, the more he should participate in creating the plan.</li>
  <li><strong>Encouraging participation by updating new hire documentation</strong>. Team onboarding documents get updated on every new hire to get up to speed.</li>
  <li><strong>Communicate your style and expectations</strong>. How often will you meet him, how will you share information, and when and how often you’ll want to review his work.</li>
  <li><strong>Get feedback from your new hire</strong>. Get as much feedback as you can about the new hire’s perspective on the team in that first 90 days.</li>
</ul>

<h3 id="communicating-with-your-team">Communicating with your team</h3>

<ul>
  <li><strong>Have regular 1-1s</strong>.</li>
  <li><strong>Scheduling 1-1s</strong>. The default should be weekly. Try to avoid as much as possible interrupting your reports in the middle of productive workflow hours.</li>
  <li><strong>Adjusting 1-1s</strong>. Adapt the cadence of your 1-1s, junior people or people who need frequent feedback or help on difficult times will appreciate more dedicated time.</li>
</ul>

<h3 id="different-1-1-styles">Different 1-1 styles</h3>

<h4 id="the-to-do-list-meeting">The to-do list meeting</h4>

<p>One or both parties comes with a list of goals to cover in order of importance. This style is very professional and efficient, but sometimes is a bit cold. It forces reports to think beforehand what do they want to discuss.</p>

<h4 id="the-catch-up">The catch up</h4>

<p>Listen to anything your reports want to discuss. Let them drive the meeting. It should be as much as a creative discussion as a planning meeting.</p>

<p><strong>If you start focusing a lot of energy on hearing reports’ complaints and commiserating, you’re quite possible making the problem worse. There is very little value to repeatedly focusing on drama.</strong></p>

<h4 id="the-feedback-meeting">The feedback meeting</h4>

<p>Quarterly is frequent enough to give the topic attention without feeling like all you talk about is career development. <strong>Progress towards goals, whether they are formal or personal.</strong></p>

<p>If you have an employee with performance issues, feedback meetings should happen more frequently, if you are thinking of firing someone I advise you to document these feedback meetings.</p>

<p>When someone does something that needs immediate corrective feedback, don’t wait for the 1-1 to provide that feedback. The longer you wait, the harder it will be for you to bring it up, and the less effective the feedback will be.</p>

<h4 id="getting-to-know-you">Getting to know you</h4>

<p>Leave room to get to know the person reporting to you as a human being. Show them that you care about them as individuals. Show that you are invested in helping them now and in the future.</p>

<h4 id="mix-it-up">Mix it up</h4>

<p>Remember that when you’re not taking notes you’ll probably forget some important things. Do your 1-1 meetings in private so that you can feel free to discuss sensitive topics.</p>

<p><strong>Tip: For each report, keep a shared document as a log of the things that you discuss in your 1-1s.</strong></p>

<h3 id="good-manager-bad-manager-micromanager-delegator">Good manager, bad manager: micromanager, delegator</h3>

<p>The hardest thing about micromanagement is that there are times when you need to do it.</p>

<p>Trust and control are the main issues around micromanagement.</p>

<p><em>Autonomy</em> is an important element of motivation.</p>

<p><em>Delegation is not the same thing as abdication</em>. When you’re delegating responsibility, you’re still expected to be involved as much as is necessary to help the project succeed.</p>

<h3 id="practical-advice-for-delegating-effectively">Practical advice for delegating effectively</h3>

<p>Being a good leader means being good at delegating.</p>

<ul>
  <li><strong>Use team’s goals to understand which details you should dig into.</strong> If the team is making progress on its goals, the systems are stable, and the product manager is happy, I rarely dig into the details beyond cursory overview. However, it requires goals with a plan for people to be making progress against, and a product manager who can give you another perspective. <strong>When you are managing a team that doesn’t have a clear plan, use the details you’d want to monitor to help them create one.</strong></li>
  <li><strong>Gather information from the systems before going to the people.</strong> The worst micromanagers are those who constantly ask for information they could easily get themselves. Use a light touch. The team will not be productive or happy spending half of their time gathering information for you that you could easily find yourself.</li>
  <li><strong>Adjust your focus depending on the stage of projects.</strong> You should know all of the details of the project status as part of your regular team process.</li>
  <li><strong>Establish standards for code and systems.</strong></li>
  <li><strong>Treat the open sharing information, good or bad in a neutral to positive way.</strong> If you don’t figure out how to let go of details, delegate, and trust your team.</li>
</ul>

<h3 id="creating-a-culture-of-continuous-feedback">Creating a culture of continuous feedback</h3>

<p>Continuous feedback is a commitment to regularly share both positive and corrective feedback. Raise issues as they happen.</p>

<p>Steps you can take to be great at continuous feedback:</p>

<ol>
  <li><strong>Know your people.</strong> What are their goals, strengths and weaknesses and what do they need to do to get to the next level.</li>
  <li><strong>Observe your people.</strong> Good managers have an intuition for identifying talents and helping people draw more out of their strengths. Lookout for things to praise. Every week there should be at least one thing you can recognise about someone in your team.</li>
  <li><strong>Provide lightweight, regular feedback.</strong> Start with positive feedback.</li>
  <li><strong>Bonus: provide feedback.</strong> When things are going well, praise them, but also <strong>make suggestions as to what could be even better in the future</strong>. Going beyond a simple “good job” to really help your people grow.</li>
</ol>

<h3 id="performance-reviews">Performance reviews</h3>

<p>Continuous feedback is not a replacement for a more formal, 360-based performance review process.</p>

<p>The <em>360 model</em> is a performance review that includes feedback from, in addition to a person’s manager, his teammates, anyone who reports to him, and coworkers he regularly interacts with, <strong>as well as a self-review</strong>.</p>

<p>Your job as a manager is to gather all that feedback together and summarise it into a high-level view of what other people think about your direct reports.</p>

<h4 id="writing-a-performance-review">Writing a performance review</h4>

<ul>
  <li><strong>Give yourself enough time, and start early.</strong> Spend solid, uninterrupted time working on reviews.</li>
  <li><strong>Try to account for the whole year, not just the past couple months</strong>. Keep a running summary of your 1-1s.</li>
  <li><strong>Use concrete examples, and excerpts from peer reviews.</strong> Forcing yourself to be specific will steer you away from writing reviews based on underlying bias.</li>
  <li><strong>Spend plenty of time on accomplishments and strengths.</strong> Celebrate achievements, talk about what’s going well, and give plenty of praise for good work. Those strengths are what you’ll use to determine when people should be promoted.</li>
  <li><strong>When it comes to areas for improvement, keep it focused.</strong> If the feedback seems valuable for the person to hear, share it, but don’t just blindly report all the grudges. If you have very little feedback for improvement maybe that means the person is ready for promotion or given more challenging work.</li>
  <li><strong>Avoid big surprises.</strong> If someone is underperforming across the board, the review should not be his first time getting that feedback.</li>
  <li><strong>Schedule enough time to discuss the review.</strong> Give them a copy of the review as they’re leaving on the evening before the review is scheduled. This gives them a chance to read it at home and come prepared to talk about what it says next day.</li>
</ul>

<h3 id="cultivating-careers">Cultivating careers</h3>

<p>If you’re a manager, you are going to play a key role in getting people on your team promoted, you’ll need to make a case for their promotion. Learn how the game is played at your company. You need to be transparent with your team.</p>

<p>Start identifying promotion-worthy projects and trying to give those projects to people who are close to promotion.</p>

<p>If there is no growth potential on your team there’s no room for people to work at a more senior level, it may be a sign that you need to rethinking the way work is done in order to let individuals take on bigger responsibilities.</p>

<h3 id="challenging-situations-firing-underperformers">Challenging situations: firing underperformers</h3>

<p>You might have to provide a <em>performance improvement plan</em>, a set of clearly defined objectives that a person must achieve within a fixed period of time.</p>

<p>One of the basic rules of management is the rule of no surprises, particularly negative ones.</p>

<p>You’ll always need to have a record of negative feedback to fire someone in any environment where HR is active. Give people clear improvement feedback in writing, with a timeline for improvement, and have them acknowledge it in writing as well (an email is ok).</p>

<p>A final warning: don’t put anyone on a plan whom you wouldn’t be happy to lose.</p>

<blockquote>
  <p>Coaching someone out of the company
If you think your team is not the right place for somebody to grow his career. You aren’t firing him, but you are telling that he needs to move on if he wants to progress.
Give the employee a chance to find a job in another part of the organisation or at another company. When he does, let him go happily.</p>
</blockquote>

<h2 id="managing-a-team">Managing a team</h2>

<blockquote>
  <p>The engineering lead will spend less time writing code, but they still engage in small technical deliverables, such as bug fixes and small features, without blocking or slowing down the progress of their team.</p>

  <p>The person who fills this role is expected to have a large impact on the success of the organisation as a whole.</p>

  <p>In addition to strong management skills, the engineering lead acts as a leader for their technical roadmap for their product group pillar.</p>
</blockquote>

<p><strong>Being a good manager isn’t about having the most technical knowledge. The work of supporting people is far more important to management success.</strong></p>

<h3 id="staying-technical">Staying technical</h3>

<p>Engineering management is a technical discipline, not just a set of people skills. Technical instincts honed over years of doing the job are very important for guiding that process.</p>

<p>If you truly wish to command the respect of an engineering team, they must see you as technically credible. Without technical credibility you face an uphill battle. You have to learn how to balance.</p>

<p>If you don’t stay in the code, you risk making yourself technically obsolete too early in your career.</p>

<p>You need to stay enough in the code to see where the bottlenecks and process problems are.</p>

<p>Strong engineering managers can identify the shortest path through the systems to implement new features.</p>

<p>It’s hard to make up lost time when you stop writing code, and if you do it too early in your career, you may never achieve sufficient technical savvy to get beyond the role of middle management.</p>

<h3 id="debugging-dysfunctional-teams-the-basics">Debugging dysfunctional teams: the basics</h3>

<ul>
  <li><strong>Not shipping</strong>. The trick is to learn how to balance pushing your team and holding back. Start to push for the removal of bottlenecks. When people are contending for a scarce resource, conflicts and unhappiness among team members are almost inevitable.</li>
  <li><strong>People drama</strong>. Make it clear that a bad behaviour has to change, bring clear examples, and provide corrective feedback quickly after things happen. The best defence is a good offence, quick actions are essential.</li>
  <li><strong>Unhappiness due to overwork</strong>. If overwork is due to (in)stability of the production system, it’s your job as the manager to slow down the product roadmap in order to focus on stability for a while. Measures of alerts, downtime, incidents, and strive to reduce them. Dedicate 20% of your time in every planning sessions to system sustainability (technical debt). For time-critical releases you should be playing cheerleader helping out with the work yourself. Order dinner. Tell them you appreciate the hard work. Offer breaks after the push and make it as fun as you can. You should avoid it next time.</li>
  <li><strong>Collaboration problems</strong>. Regular touch-bases with the appropriate peers to work through issues. Gather actionable feedback from your team, and have productive conversations about possible improvements. Try to stay positive and supportive of their efforts in public. If your team isn’t working well together, look into creating some opportunities for them to hang out.</li>
</ul>

<h3 id="managing-a-former-peer">Managing a former peer</h3>

<p>If you are now managing someone who was truly your peer, acknowledge the weirdness of the transition. Be honest and transparent with this person and communicate that you’re going to do your best job you can, but you’ll need his help to do it. <strong>You’re going to have to be a little bit vulnerable with him.</strong></p>

<p>You may now have the ability to override his decisions, but use this power very cautiously. Resist the temptation to micromanage people. They are going to be sensitive.</p>

<p>You’re going to have to let go of some of your previous work.</p>

<p>Your goal is to show the team that you’re committed to helping them succeed.</p>

<h3 id="the-shield">The shield</h3>

<p>It’s valuable for everyone to realise that they can and should focus on the things they can impact and change, and ignore the things they can’t</p>

<p>Helping them understand the key important goals and focusing them on those goals is important. However, it’s unrealistic to expect that you can or should shield your team from everything. <strong>Sometimes it’s appropriate to let some of the stress through the team. Help them get context into what they’re dealing with.</strong></p>

<p><em>You are not their parent</em>. Your team is made up of adults who need to be treated with appropriate respect.</p>

<h3 id="how-to-drive-good-decisions">How to drive good decisions</h3>

<p>While the product manager is responsible for the product roadmap, and the tech lead is responsible for the technical details, you are usually accountable for the team’s progress.</p>

<ul>
  <li><strong>Create a data-driven team culture</strong>. Get used to give to the product or business head person data about team productivity (time that takes to complete features) or data about quality measures (number of outages, bugs found, etc).</li>
  <li><strong>Flex your own product muscles</strong>. Taking the time to develop customer empathy is important because you’ll need to give your engineers context for their work.</li>
  <li><strong>Looking into the future</strong>. Think two steps ahead, from a product and technology perspective. Getting a sense of where the product roadmap is going helps you guide the technical roadmap. Start asking the product team questions about the future might look like, and spend some time keeping up with technological developments that might change the way you think about the software you’re writing or the way you’re operating it.</li>
  <li><strong>Review the outcome of your decisions and projects</strong>. Review assumptions after the project is done.</li>
  <li><strong>Run retrospectives for the processes and day-to-day</strong>. Discuss what happened during the sprint and pick a few events, good, bad or neutral, to discuss in detail.</li>
</ul>

<h3 id="good-manager-bad-manager-conflict-avoider-conflict-tamer">Good manager, bad manager: conflict avoider, conflict tamer</h3>

<p>Creating a safe environment for disagreement to work itself out is far better than pretending that all disagreement does not exist.</p>

<ul>
  <li><strong>Don’t rely exclusively on consensus or voting</strong>. Don’t set people up for votes that you know will fail instead of taking the responsibility as a manager of delivering bad news yourself.</li>
  <li><strong>Do set up clear processes to depersonalise decisions</strong>. Start with a shared understanding of the goals, risks and the questions to answer before making a decision.</li>
  <li><strong>Don’t turn a blind eye to simmering issues</strong>. Conflict avoidance manifests as an inability to address problems until they’ve gone on for way too long. It’s probably an indication that you are not paying attention.</li>
  <li><strong>Do address issues without courting drama</strong>. The goal is to identify problems that are causing the team to work less effectively together and resolve them, no to become the team’s therapist.</li>
  <li><strong>Don’t take it out on other teams</strong>.</li>
  <li><strong>Do remember to be kind</strong>. Your goal as a manager, should not to be <em>nice</em>, it should be to be <em>kind</em>. Nice is saying “please” and “thank you”. It’s kind to tell someone who isn’t ready for promotion that she isn’t ready.</li>
  <li><strong>Don’t be afraid</strong>.</li>
  <li><strong>Do get curious</strong>. Be thoughtful about your behaviour.</li>
</ul>

<h3 id="challenging-situations-team-cohesion-destroyers">Challenging situations: team cohesion destroyers</h3>

<p>Most gelled teams have a sense of camaraderie that makes them joke together, get coffee, share lunch, and feel friendly toward one another. They don’t view their team as something they’re eager to escape every day.</p>

<p>The goal is to reach psychological safety, take risks and make mistakes in front of one another. Get to know people as human beings. It fosters relatedness, sense of people as individuals and just anonymous cogs.</p>

<p>Teams that are friendly are happier, gel faster, and tend to produce better results.</p>

<p>This is why those who undermine team cohesion are so problematic.</p>

<h4 id="the-brilliant-jerk">The brilliant jerk</h4>

<p>Produces individually outsized results, but is so ego-driven that she creates a mixture of fear and dislike in almost everyone around her.</p>

<p><strong>It’s incredibly hard of a manager to justify getting rid of someone who produces great work.</strong></p>

<p>Simply not hire one. Getting rid of brilliant jerks takes a level of management confidence that I think is uncommon. These folks will often get rid of themselves, <strong>it’s unlikely that you’ll be stupid enough to promote them.</strong></p>

<p>Simply and openly refuse to tolerate bad behaviours. One of the few instances where “praise in public, criticise in private” is upended. You don’t want your culture to mimic, you need to say something in the moment to make the standard clear. If you seem emotional, it may undermine you. <strong>Your first goal is to protect your team as a whole, the second is to protect each individual on the team, and your last priority is protecting yourself.</strong></p>

<h4 id="the-non-communicator">The non-communicator</h4>

<p>The person who hides information from you, from his teammates, from his product manager.</p>

<p>You have to nip this information-hiding habit in the bud as soon as possible. He doesn’t feel safe sharing his work in progress, and his fear often sets an example for the rest of the team.</p>

<p>Address the root cause of the hiding.</p>

<h4 id="the-employee-who-lacks-respect">The employee who lacks respect</h4>

<p>A person who simply doesn’t respect you as a manager, or who doesn’t respect her teammates. If your team member doesn’t respect you or her peers, why is she working there?</p>

<h3 id="advanced-project-management">Advanced project management</h3>

<p>Some rules of thumb to keep in mind.</p>

<ul>
  <li><strong>None of this is a replacement for agile project management</strong>. You are responsible for the larger picture, the accomplishments that are measured in months instead of weeks, and this is where you have to start exerting some higher-level planning.</li>
  <li><strong>You have 10 productive engineering weeks per engineer per quarter</strong>. Don’t expect to get more than 10 weeks worth of focused effort.</li>
  <li><strong>Budget 20% of time for generic sustaining engineering work</strong>. Testing, debugging, cleaning up legacy code, migrating language or platform versions, and doing other work that has to happen.</li>
  <li><strong>As you approach deadlines, it’s your job to say no</strong>. The only way to achieve this goals is to cut scope at the end of the project. Figure out what “must-haves” are not actually must-haves.</li>
  <li><strong>Use the doubling rule for quick estimates, but push for planning to estimate longer tasks</strong>. Whenever asked for an estimate, take your guess and double it.</li>
</ul>

<h3 id="joining-a-small-team-as-a-manager">Joining a small team as a manager</h3>

<p>Get someone to walk you through the systems and architecture, as well as the process for testing and releasing the software. Follow the developer onboarding process.</p>

<p>Work on at least a couple of features in your first 60 days. Pair with one of the engineers on a feature he’s working on, have him pair with you as you start working on a feature of your own. Get your code reviewed. Perform a release and do rotation of supporting systems.</p>

<h2 id="managing-multiple-teams">Managing multiple teams</h2>

<p>Understanding details across a couple of teams probably means one important thing: you’re not writing (much, any, production).</p>

<blockquote>
  <p>The engineering director leads engineers across multiple product areas, or multiple technology functions. Tech leads and individuals report into them.</p>

  <p>The engineering director is not generally expected to write code on a day-to-day basis, however she will be responsible for their organisation’s overall technical competence, guiding and growing it as necessary via training and hiring. They should have a strong technical background and spend some of their time researching new technologies and staying abreast of trends. They should help debug and triage critical systems, and should understand the systems they oversee well enough to perform code reviews. They should contribute to architecture and design efforts primarily by serving as the technical savvy voice.</p>

  <p>They focus on ensuring that we continually evaluate and refine our development/infrastructure standards. Being responsible for creating high-performance, high-velocity organisations, measuring and iterating on process. They are leaders for recruiting, headcount management and planning, career growth and training for the organisation.</p>

  <p>They are responsible for creating and growing the next generation of leadership and management talents, and they are obsessed with creating high-functioning, engaged, and motivated organisations.</p>

  <p>They both create a strategic and tactical tech roadmap that tackles business needs, efficiencies and revenue, and fundamental technology innovation. They are strong communicators being able to explain technical concepts to non-technical partners.</p>
</blockquote>

<p>It is very difficult for a person responsible for hands-on management of multiple teams to write code. Debugging and production support are also valuable. You might be more helpful doing pair programming, or fixing minor bugs or features.</p>

<p><strong>You should spend the time to gain mastery of programming before moving into management.</strong></p>

<p>One of the critical parts of the job at this level: debugging team issues and keeping your teams producing quality software smoothly.</p>

<p>Even if you don’t program on a daily basis, it is strongly advised to code half a day per week on some creative pursuit.</p>

<blockquote>
  <h3 id="i-miss-code">I miss code</h3>

  <p><em>I miss code terribly. Is this a sign that I shouldn’t be a manager?</em></p>

  <p>There is a transition period where people question frequently whether they’ve made a mistake. Management is a job, it is a necessary and important job, and in particular, it’s your job now.</p>

  <p>Writing code is full of quick wins. Management has fewer obvious quick wins. It’s natural to feel some longing for simpler times. You can’t do everything all at once. Becoming a great manager requires you to focus on the skills of management, and that requires giving up some of your technical focus. It’s a tradeoff, and one you’ll have to decide if you’re up to making.</p>
</blockquote>

<h3 id="managing-your-time-whats-important-anyway">Managing your time: what’s important, anyway?</h3>

<p>It’s time to figure out how to manage your time. Setting goals for the team, helping your product team put details on the product roadmaps.</p>

<p>Time management is a personal thing. Managing your time comes down to one important thing: understanding the difference between <em>importance</em> and <em>urgency</em>.</p>

<table>
  <thead>
    <tr>
      <th> </th>
      <th>Not urgent</th>
      <th>Urgent</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>Important</td>
      <td>Strategic, make time</td>
      <td>Obvious work</td>
    </tr>
    <tr>
      <td>Unimportant</td>
      <td>Obvious avoid</td>
      <td>Tempting distractions</td>
    </tr>
  </tbody>
</table>

<p>Urgency is often more clearly felt than importance. Emails feel urgent, but they aren’t urgent. We also tend to substitute <em>obvious</em> for <em>urgent</em> in determining something’s value.</p>

<p>It’s likely that you’re spending a lot of your time on things that are urgent but only slightly important, and sacrificing things that are important but not urgent. Important but not urgent is actually preparing for meetings so that you can guide them.</p>

<p>As a manager of multiple teams, you can win back a lot of time by pushing an efficient meeting culture down to your teams.</p>

<p>When you stop going to all of their internal meetings, you run the risk of missing out on the clues that will help you catch problems early. Your attendance at these meetings is partially to pay attention to the dynamics and morale of your team.</p>

<p>Ask yourself: <strong>How important is the thing I’m doing?</strong></p>

<blockquote>
  <p>If your team needs a manager more than they need an engineer, you have to accept that being a manager means that you by definition can’t be that engineer. If you are going to suck at one, which one that will be.
I feel bad when I suck at being an engineer, but sucking at being a manager would be a choice inflicted on other people. That’s not fair.</p>
</blockquote>

<h3 id="decisions-and-delegation">Decisions and delegation</h3>

<p>The first several months of managing multiple teams can feel like a death march, even when your hours are not excessive.</p>

<p>The only way out of this situation is to go through it. If you don’t feel a little bit overwhelmed, you’re likely missing something.</p>

<p>Feeling of management from here on out is plate spinning. Your plates are the people and projects you’re overseeing, and your job is to figure out how much attention each one needs at what time.</p>

<p>You’ll get better at this over time. Your instincts will improve.</p>

<table>
  <thead>
    <tr>
      <th> </th>
      <th>Frequent</th>
      <th>Infrequent</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>Simple</td>
      <td>Delegate</td>
      <td>Do it yourself</td>
    </tr>
    <tr>
      <td>Complex</td>
      <td>Delegate (carefully)</td>
      <td>Delegate for training purposes</td>
    </tr>
  </tbody>
</table>

<p>Strong managers spend a lot of their time developing members of their teams in these areas. Your goal is to make your teams capable of operating at a high level without much input for you.</p>

<p><strong>Project management. Onboarding new team members. Working with the product team to break down product roadmap goals into technical deliveries. Production support.</strong></p>

<p>Delegation is a process that starts slow but turns into the essential element of career growth.</p>

<h3 id="challenging-situations-strategies-for-saying-no">Challenging situations: strategies for saying no</h3>

<ul>
  <li><strong>“Yes, and”.</strong> “Yes, we can do that project, and all we will need to do is delay the start of this other project that is currently on the roadmap”.</li>
  <li><strong>Create policies</strong>. Making a policy helps your team know in advance the cost of getting to “yes”.</li>
  <li><strong>“Help me say yes”</strong>. Means you ask questions and dig on the elements that seem so questionable to you. This line of questioning helps people come to the realisation themselves that their plan isn’t a good idea.</li>
  <li><strong>Appeal to budget</strong>. Lay out the current workload in plain terms, and show how there is little room to maneuver. “Not right now”.</li>
  <li><strong>Don’t prevaricate</strong>. When you know that you need to say no, it’s better to say it quickly that to delay and drag out the process. You’ll be wrong sometimes, so when you discover that you were too quick to say no, apologise for making that mistake.</li>
</ul>

<h3 id="technical-elements-beyond-code">Technical elements beyond code</h3>

<p>Assuming that the job at this level becomes essentially non-technical is a mistake. You now need to develop an eye for technical health signals for the overall team,</p>

<p>As the popular management book <em>First, break all the rules.</em></p>

<h3 id="measuring-the-health-of-your-development-team">Measuring the health of your development team</h3>

<p>Interrogate every process to determine the value it should provide, and always ask yourself if it can be automated further.</p>

<ul>
  <li><strong>Frequent releases</strong>. Frequency of code change is one of the leading indicators of a healthy engineering team. Part of moving fast requires breaking work down into small chunks. As a technical leader, while you may not be writing code much, you’re still responsible for the technical side of getting work done. You’re also responsible for keeping your team happy and productive, and often the solution to this is not cheerleading or paying them better or praising them more. <strong>You have to be the advocate and push for technical process improvements that can lead to increased engineer productivity, even if you’re not implementing them all yourself.</strong></li>
  <li><strong>Frequency of code check-ins</strong>. The importance of breaking stuff into chunks. Engineers who don’t write tests often have a harder time breaking down their work, and learning how to test-driven development can help them better at this skill.</li>
  <li><strong>Frequency of incidents</strong>. Determining the level of software quality you need for the product you’re building and adjusting that measure over time is a technical challenge for you, the manager, to help address. Developers support code or systems they write. Incident management, when it becomes merely reacting to incidents rather than working to reduce them, can turn into a task that diminishes your team’s ability to do what they do best.</li>
</ul>

<h3 id="good-manager-bad-manager-us-versus-them-team-player">Good manager, bad manager: us versus them, team player</h3>

<p>It can be hard for new managers to create a shared team identity. They unite the team by empathising how this identity is special as compared to other teams. Taking this too far, this identity is used to make the team feel superior to the rest of the company, and the team is more interested in its superiority than the company’s goals. This attitude make the team vulnerable of many dysfunctions.</p>

<ul>
  <li><strong>Fragile to the loss of the leader</strong>. When you hire a manager who builds a clique, that clique is likely to dissolve and leave the company if the manager leaves the company.</li>
  <li><strong>Resistant to outside ideas</strong>. Miss opportunities to learn and grow.</li>
  <li><strong>Empire building</strong>. Leaders who favour and us-versus-them style tend to be empire builders, seeking opportunities to grow their teams and their mandates without concern for what is best for the overall organisation.</li>
  <li><strong>Inflexibility</strong>. Struggle against changes that comes from outside the group.</li>
</ul>

<p>Before you try to change everything to fit your vision, take the time to understand the company’s strengths and culture. The trick is not to focus on what’s broken, but to identify existing strengths and cultivate them.</p>

<p>By creating a strong and enduring alignment between the team, its individuals, and the overall company, purpose-based binding makes teams.</p>

<ul>
  <li><strong>Resilient loss of individuals</strong>.</li>
  <li><strong>Driven to find better ways to achieve their purpose</strong>.</li>
  <li><strong>First-team focused</strong>. Consider the needs of the company as a whole before focusing on the needs of their team.</li>
  <li><strong>Open to changes that serve their purpose</strong>.</li>
</ul>

<p>Getting clarity about the purpose of your team and your company can take time. In startups especially.</p>

<h3 id="the-virtues-of-laziness-and-impatience">The virtues of laziness and impatience</h3>

<p>Impatience paired with laziness is wonderful when you direct it at processes and decisions: figuring out what’s important, and going home.</p>

<p>Be impatient to figure out the nut of what’s important. Laziness as “faster”, about “the same value to the company in less total time”. Go home! Forcing yourself to disengage is essential for your mental health.</p>

<h2 id="managing-managers">Managing managers</h2>

<p>Now you are responsible for several teams, for overseeing the health of those teams, and for helping them set goals. There are more projects and people than you could possible handle by yourself. Instead of managing a couple of closely related teams, you may manage a larger scope of efforts.</p>

<p>Managing managers adds a whole new level of complexity.</p>

<p>It’s easy to miss out on the details because you no longer engage regularly with all of the individual developers on each team. You’ll need to practice honing your instincts.</p>

<p>Let’s take the case of managing a team that is doing work outside of your skill set.</p>

<p>Sometimes a person might be playing project manager instead of training their managers to do that job themselves.</p>

<p>This position is the first level in a much bigger game.</p>

<blockquote>
  <h3 id="the-fallacy-of-the-open-door-policy">The fallacy of the open-door policy</h3>

  <p><em>I’ve told my team I have an open-door policy, they can come to me whenever they want to discuss problems.</em></p>

  <p>One thing managers have to keep in mind is that a part of their job is to ferret out problems proactively.</p>

  <p>The open-door policy is nice in theory, but it takes an extremely brave engineer to willingly take the risk of going to her boss to tell him about problems.</p>

  <p>When you manage managers, you ultimately evaluate them on the performance of their teams.</p>

  <p>Part of the job is simply to make sure that your 1-1s have room for real conversations.</p>
</blockquote>

<h3 id="skip-level-meetings">Skip-level meetings</h3>

<p>No one wants to add yet more meetings to their calendar. A skip-level meeting it’s a meeting with people who report to people who report to you. Their purpose is to help you get perspectives on the health and focus of your teams.</p>

<p>It’s a short 1-1 meeting, held perhaps once a quarter, between the head of an organisation and each person in that organisation. It’s a personal relationship between you and everyone in your organisation. It also gives individuals time to ask you questions. Each person should come prepared to focus on what he or she is interested in talking to you about.</p>

<p>Possible prompts for a skip-level 1-1:</p>

<ul>
  <li>What do you like best/worst about the project you are working on?</li>
  <li>Who on your team has been doing really well recently?</li>
  <li>Do you have any feedback about your manager, what’s going well, what isn’t?</li>
  <li>What changes do you think we could make to the product?</li>
  <li>Are there any opportunities you think we might be missing?</li>
  <li>How do you think the organisation is doing overall? Anything we could be doing better/more/less?</li>
  <li>Are there any areas of the business strategy you don’t understand?</li>
  <li>What’s keeping you from doing your best work right now?</li>
  <li>How (un)happy are you working at the company?</li>
  <li>What could we do to make working at the company more fun?</li>
</ul>

<p>If you have a larger organisation, there are other ways to get skip-level time. Like holding lunches with whole teams a couple of times a quarter for each team.</p>

<p>However, people act differently in group scenarios. It is a good opportunity to get a sense for where the team believed their focus needed to be. Some questions that can be used to draw out information:</p>

<ul>
  <li>What can I, your manager’s manager, provide for you or your team? Anything I should be helping with?</li>
  <li>Is this team working poorly with any other teams, from your perspective?</li>
  <li>Are there any questions I can answer?</li>
</ul>

<p>Skip-level lunches provide familiarity, which in turn generates more willingness for people to come to you.</p>

<p>At this level, you’re constantly making tradeoffs between investing in expensive engagements, such as 1-1s, or casual engagements that are more efficient but provide less detailed information.</p>

<h3 id="manager-accountability">Manager accountability</h3>

<p>There is one universal goal for these relationship: <em>they should make your life easier</em>. Your managers should allow you to spend more time on the bigger picture, and less time on the details of any one team.</p>

<p>Sometimes managers make your life easier by hiding problems and telling you what you want to hear, until months later you see things failing apart and wonder where you went wrong. <strong>You have to hold managers accountable</strong>.</p>

<p>The manager ultimately needs to take responsibility for pulling the team out of problematic situations (unstable product roadmap, errand tech lead, full-time firefighting mode). <strong>The manager is accountable for the health and productivity of the team.</strong></p>

<p>When the product organisation is constantly changing goals, the manager should identify that the changes are causing problems on the team, and work with product to explain the problem and refocus on what’s important.</p>

<p>If the team can’t do anything but fight fires, the manager should put together a plan for tackling causes of the fires, and if necessary bring requests for hiring more people or adding more people to the team so that they can get the situation under control.</p>

<p>You’ll need to help your managers, sometimes they won’t have the energy to push back against product and they’ll need your support.</p>

<p><strong>Managers need coaching and guidance in the same way that individual contributors need coaching and guidance.</strong></p>

<h3 id="good-manager-bad-manager-the-people-pleaser">Good manager, bad manager: the people pleaser</h3>

<p>The people pleaser has deep aversion to ever directly making people he cares about unhappy. If you’re in the group that he cares, he’ll always say yes. People pleasers often burn themselves out.</p>

<ul>
  <li>Her team loves her as a person but is increasingly frustrated with her as a manager.</li>
  <li>He’s more interested in a team that runs smoothly and avoids mistakes than really become excellent.</li>
  <li>When she is feeling bad, she wears it on her face, and the whole team lose confidence.</li>
  <li>He never pushes back work.</li>
  <li>She overpromises and underdelivers.</li>
  <li>He says yes to everyone and sends contradictory messages.</li>
  <li>She seems to know about all of the problems, but hasn’t directly addressed any of them.</li>
</ul>

<p>The <em>therapist</em> people pleaser can inspire huge loyalty, but unfortunately this can mean he amplifies drama and negativity, and disappoints his team by making promises that he cannot possibly keep.</p>

<p>There is the <em>external</em> pleaser, the one that wants to make her boss and her external team partners happy, and is terrified of revealing problems on her team.</p>

<p><strong>The people pleaser struggles to say no.</strong></p>

<p><strong>These managers make it hard for the team to fail in a healthy way</strong>, because of the manager’s own fears of failure and possible rejection. An externally focused people pleaser shuts down honest conversation by evasion. A team pleaser fails by promising things that aren’t realistic, making the team bitter toward either the manager or the company for failure to live up to these inflated expectations.</p>

<p>If it happens you end up managing somebody in this situation, you can work on help the person feel safer saying no and externalising more decisions so he doesn’t take failure personally. Providing strong partners who can take on the task of determining the work roadmap. Creating better processes for getting work scheduled, having a structure that specifies the requirements for getting promotions or accessing other opportunities, the people pleaser can rightly point to the process as something outside of her control.</p>

<p>One of the best things you can do is show the person that he’s exhibiting the behaviour, and highlight the downsides.</p>

<h3 id="managing-new-managers">Managing new managers</h3>

<p>First-time managers need a lot of coaching, it will be an up-front cost that pays long-term dividends for your organisation.</p>

<p>No book or training can replace you spending some time asking your new manager how her 1-1s are going.</p>

<p>When people start quitting because their manager hasn’t give them a career path or isn’t inspiring them, it’s the ultimately your responsibility. Use skip-level meeting to help out detect areas where you need to support your new manager fully.</p>

<p><strong>A new manager who is working all the time is probably failing to hand off her old responsibilities to other people on her team.</strong> Make it clear that you expect the new manager to hand off some of her old work, and help her identify opportunities to do so.</p>

<p><strong>Managers who neglect the job are bad, but managers that take to the job with gusto because they believe it’s the key to realising authority are worse.</strong> A skip-level meeting will reveal their frustration that they have no ability to make decisions themselves. If your new manager is skipping your 1-1s or evading questions about what the team is working on, you may have a control freak on your hands.</p>

<p><strong>The manager you’re training should be ultimately making your job easier</strong>. Clearly set the expectations up front that you’ll hold her accountable for the team, and help her build the skills to achieve this.</p>

<p>If they truly don’t have the willingness to learn and the aptitude to become solid managers, they’re a big problem. <strong>Making the wrong person a manager is a mistake, but keeping her in that position once you’ve realise she’s wrong for it is a critical error.</strong></p>

<h3 id="managing-experienced-managers">Managing experienced managers</h3>

<p>Management tends to be a very culture-specific task in a company, if you either work as a manager or hire a manager for a company that’s not a good culture fit, you’ll have problems.</p>

<p>First challenge is making sure this person fits in with the culture of your team. Often we overvaluate expertise in product areas and allow it to blind us to cultural and process fit with our companies and teams.</p>

<p>You need managers who understand how to work with teams who ship software frequently, who are comfortable with modern development process best practices, and who can inspire creative product-centric engineers. These skills are so much more important than industry-specific knowledge.</p>

<p>Collaborate on areas of difference, allow him to teach you things, and take an active role in the process.</p>

<h3 id="hiring-managers">Hiring managers</h3>

<p>Make sure that the person has the skills you need, then make sure that she’s a culture match for your organisation.</p>

<p>You can verify the latter by asking the people who would report to the new manager to interview her by asking her to help with problems they have right now, or have had in the recent past. You can role-play difficult situations, like dealing with an employee who is underperforming, or delivering a negative performance review.</p>

<p>A manager must be able to debug teams. Ask the manager to describe a time when she ran a project that was behind schedule, and what she did in that scenario. Ask her to role-play with an employee who is thinking about quitting. Describe how she’s coached employees who were struggling.</p>

<p>Ask about her management philosophy. If she doesn’t have one at all, that might be a red flag. What’s the role for a manager? How does she stay hands-on, how does she delegate?</p>

<p>Speaking skills are useful for certain types of leadership but not all.</p>

<p>Give her an abbreviated version of your standard technical interview.</p>

<p>To check for cultural fit, you need first to understand the values of the company around you. If you value servant-leadership and you hire a manager who wants to dictate exact marching orders to the team, there will be a bad fit. Similarly, if you value collaboration and hire a manager who thinks that the loudest voice in any conversation should win, you will also have problems.</p>

<p><strong>Managers shape their teams to their culture. If you hire a manager who doesn’t fit culturally with the team she’s managing, the manager will fail and you’ll have to fire her, or most of the team will quit and then you may still have to fire her.</strong></p>

<p>Most new hires act in self-interest until they get to know their colleagues, and then they move into group interest.</p>

<p><strong>Critical elements to hiring a new managers: the reference check.</strong> Ask the references to describe the ways the person succeeds as well as the ways she fails. Ask them if they would work with or for this person again.</p>

<blockquote>
  <h4 id="managing-outside-your-skill-set">Managing outside your skill set</h4>

  <p>Be very curious, ask lots of questions, but in an open way. Make it clear to that your goal is to understand what people do so that you’ll be capable of appreciating it better.</p>

  <p>Grit your teeth and make the time to get comfortable with each area; take time to get to know the manager and employees in the team, and practice asking for details about the area, so that you can start to learn and develop a sense for what the people in that team are actually doing.</p>
</blockquote>

<h3 id="debugging-dysfunctional-organisations">Debugging dysfunctional organisations</h3>

<p>The best engineering managers are often great debuggers. They are relentless in their pursuit of the “why”.</p>

<p>Managing teams is a series of complex black boxes interacting with other black boxes. When the outputs aren’t as expected, figuring out <em>why</em> requires trying to open them up and see what’s going on inside.</p>

<ul>
  <li><strong>Have a hypothesis</strong>. You need a reasonable hypothesis that explains how the system got into the failed state.</li>
  <li><strong>Check the data</strong>. Look at the team chats and emails, look at the tickets, look at the repository code reviews and check-ins. What do you see? Look at their calendars.</li>
  <li><strong>Observe the team</strong>. Now is the time to start doing some potentially destructive investigations. Sit in their meetings. Boring meeting are a sign. They may be a sign of inefficient planning on the part of the organisers. Good meetings have heavy discussion element, where opinions and ideas are drawn out of the team. Be aware, the act of observing changes the outcome, or rather, causes an outcome to happen. Your presence might provoke hiding the problem you’re trying to find.</li>
  <li><strong>Ask questions</strong>. Ask the team what their goals are. If they don’t understand the goals of their work, their leaders aren’t doing a good job engaging the team in the purpose of the work.</li>
  <li><strong>Check the team dynamics</strong>. Very professional groups tend to have a degree of personal connection between the members. <strong>A bunch of people who never talk to each other and are always working on independent projects are not really working as a team.</strong></li>
  <li><strong>Jump into help</strong>. It’s OK to jump in and help debug team issues as you see them, particularly when the manager in question is struggling. It can be an opportunity to teach the manager and help him grow.</li>
  <li><strong>Be curious</strong>. We get better at debugging by doing it often. We become better leaders by pushing ourselves and our management teams to really get into the bottom of the organisational issues.</li>
</ul>

<h3 id="setting-expectations-and-delivering-on-schedule">Setting expectations and delivering on schedule</h3>

<p>Why something is taking so long? Answering it is significantly harder when you aren’t embedded deeply in the details.</p>

<p>Hopefully you’re being asked this question because something is running over plan by a significant margin.</p>

<p>Sadly, we are often asked this questions in times when things are not taking any longer than the estimate.</p>

<p>You must always be aggressive about sharing estimates and updates to estimates, even when people don’t ask. <strong>You must be aggressive about getting estimates</strong>.</p>

<p><strong>Estimates are often useful even if they aren’t perfectly accurate because they help escalate complexity to the rest of the team.</strong> Not every project necessarily has requirements that change frequently, and it’s possible to do up-front work to drastically reduce the unknowns that make software estimation difficult. Business want to plan and get ideas of cost for effort. Teaching your teams how to hone their instincts about complexity and opportunity is worthy goal.</p>

<p>Don’t be afraid to cut scope toward the end of the project in order to make important deadlines.</p>

<h3 id="challenging-situations-roadmap-uncertainty">Challenging situations: roadmap uncertainty</h3>

<p>Challenge of changing product and business roadmaps. There are a few strategies about building a roadmap:</p>

<ul>
  <li><strong>Be realistic about the likelihood of changing plans given the size and stage of the company you work for</strong>.</li>
  <li><strong>Think about how to break down big projects into a series of smaller deliverables so that you can achieve e some of the results, even if you don’t necessarily complete the grand vision.</strong> Everything must be repeatedly re-examined with an eye toward what’s the most valuable right now.</li>
  <li><strong>Don’t overpromise a future of technical projects</strong>. This kind of thinking will get hopes up and then disappoint.</li>
  <li><strong>Dedicate 20% of your team’s schedule to “sustaining engineering”</strong>. Refactoring, bugs, improving engineering processes, doing minor cleanups, and providing support.</li>
  <li><strong>Understand how important engineering projects really are</strong>.</li>
</ul>

<p>Treat big technical projects the same way as product initiatives. <strong>Gather data to support yourself, and talk about what will be possible when the work is done.</strong> Pick your battles.</p>

<p>Teams may even be disbanded or moved around in ways you don’t understand or agree with. Push for engineering involvement in the early planning for the new work so that people can get excited about the projects they are moving on to. The calmer you can be, and the better you can show (or fake) enthusiasm for the new direction, the easier the transition will be for your whole team.</p>

<h3 id="staying-technically-relevant">Staying technically relevant</h3>

<ul>
  <li><strong>Oversee technical investment</strong>. You’re accountable for making sure the team is placing its technical best in the right places. You can see where the ares of greatest need or opportunity lie.</li>
  <li><strong>Ask informed questions</strong>. Having accountability doesn’t mean that you personally do the research to find potential investments. You guide these investments by asking questions. You need to know enough about the work to sniff our misguided efforts and evaluate proposed investments.</li>
  <li><strong>Analyse and explain engineering and business trade-offs</strong>. Understanding the business and customer goals, you offer guidance as to which technical projects can achieve those goals within reasonable time frames.</li>
  <li><strong>Make specific requests</strong>. You still need to have enough understanding of the technology in your organisation to make specific requests without distracting the senior engineers with questions. <strong>Managers who don’t stay technical enough relay these questions on the team, and then relay the team’s response back up to management. This is not value-add role.</strong></li>
  <li><strong>Use your experience as a gut check</strong>. Rely on your instincts to guide where you spend your time and attention. So, how should you invest your time to stay technically relevant?
    <ul>
      <li><strong>Read code</strong>. Looking over code reviews and pull requests can give you insight into changes that are happening.</li>
      <li><strong>Pick an unknown area, and ask an engineer to explain it to you.</strong> Have him pair with you on a small change.</li>
      <li><strong>Attend postmortems</strong>. In times of failure you can most clearly see where problems have built up.</li>
      <li><strong>Keep up with industry trends in software development process</strong>. Make time to learn about how other teams deliver software.</li>
      <li><strong>Foster a network of technical people outside your company</strong>.</li>
      <li><strong>Never stop learning</strong>.</li>
    </ul>
  </li>
</ul>

<h2 id="the-big-leagues">The big leagues</h2>

<p>Your first job is to be a leader. The company looks to you for guidance on what to do, where to go, how to act, how to think, and what to value. You help set the tone for interactions.</p>

<p>You’re capable of making hard decisions without perfect information and willing to face the consequences of those decisions.</p>

<p>You know how to plan for the months and years ahead.</p>

<p>You understand organisational structure and how it impacts the work of teams.</p>

<p>You can play politics in a productive way, in order to move the organisation and the business forward. You work well with your peers outside of engineering.</p>

<p>You understand how to disagree with a decision and commit to deliver on it.</p>

<p>You know how to hold individuals and organisations accountable for their output.</p>

<p>The book <em>High Output Management</em>, breaks down management tasks into four categories:</p>

<ul>
  <li>Information gathering or information sharing: synthesising large quantities of information quickly, sharing information with 3rd parties in a way they would understand.</li>
  <li>Nudging: Reminding people of their commitments by asking questions instead of giving orders.</li>
  <li>Decision making: Taking conflicting perspectives and incomplete information and setting direction.</li>
  <li>Role modelling: Showing people what the values of the company are. Showing up for your own commitments. Setting the best example for the team even when you don’t feel like it.</li>
</ul>

<blockquote>
  <p>My job wasn’t to be the smartest person in the room. It wasn’t to be “right”, my role was to help the team make the best possible decisions and help them implement them in a sustainable and efficient way.</p>
</blockquote>

<h3 id="whats-a-vp-of-engineering">What’s a VP of Engineering?</h3>

<p>VP role has one obvious difference from the CTO role. <strong>The VP is usually at the top of the management career for engineers.</strong></p>

<p>This role means that the person has a solid handle on processes and details. This person is capable of dropping into the details and making things happen at a low level. The VP is usually the one pushing the execution of ideas, while the CTO focuses on larger strategy and the position of technology within the company.</p>

<p>She aligns the development roadmap to the hiring plan, planning out how teams need to evolve.</p>

<p>The job for an VP of Engineering is both a big one and a detail-oriented one. This position must be able to gain people’s trust and show wisdom in management and leadership. Most engineers are reluctant to trust people without technical credibility.</p>

<p>The VP of Engineering have some stake in organisational strategy, she sets goals to achieve business deliverables, closely aligned with the product team. She should have a strong business and product instinct and a track record of getting teams to deliver big projects, including the ability to negotiate deliverables.</p>

<p>They want their teams to be happy, but it’s important to tie that happiness to a sense of accomplishment. They cultivate a healthy and collaborative culture.</p>

<h3 id="whats-a-cto">What’s a CTO</h3>

<p>A CTO is not an engineering role. <strong>CTO is not at the top of the technical ladder, and it is not the natural progression engineers should strive to achieve over the course of their careers.</strong> It’s not a role most people who love coding, architecture, and deep technical design would enjoy doing. It follows that the tCTO is not necessarily the best engineer in the company.</p>

<p><strong>The CTO should be a strategic technical executive the company needs in its current stage of evolution.</strong></p>

<p>A CTO must care about and understand the business and she should be able to shape business strategy through the lens of technology. <strong>She is an executive first, a technologist second.</strong> The CTO may identify areas where technology can be used to create new or bigger lines of business.</p>

<p>Strong CTOs also have significant management responsibility and influence. <strong>The CTO must protect the technology team from becoming a pure execution arm for ideas without tending to its own needs and its own ideas.</strong></p>

<p>CTOs that don’t have management oversight over teams, technology becomes an execution arm and they cannot have much strategic influence. <strong>You can’t give up the responsibility of management without giving up the power that comes with it.</strong></p>

<p><strong>If you give up management, you’re giving up the most important power you ever had over the business strategy, and you effectively have nothing but your organisational goodwill and your own two hands.</strong></p>

<p>Being a CTO it’s a business strategy job first and foremost. It’s also a management job. If you don’t care about the business your company is running, then the CTO is not the job for you.</p>

<h3 id="changing-priorities">Changing priorities</h3>

<p>Priority changes from senior management can sometimes happen without warning. When leaders see an opportunity or feel that the priorities of the organisation need to change, they often expect the change to happen immediately. This rarely happens..</p>

<p><strong>You must first go though the list of things in flight and kill or postpone work in order to make room for new priorities.</strong> You need to do that, if it’s truly urgent.</p>

<p>Not focusing on the right priority it’s a sign that you and the CEO have a misaligned understanding of reality, and you need to get on the same page.</p>

<p>The more senior the management and leadership position you take in the company, the more the job becomes making sure the organisation moves in the direction it needs to move in, and that includes changing direction when needed. <strong>You do this by clearly communicating the direction to your teams and making sure they understand it and are taking the necessary steps to change course.</strong></p>

<p>Most people need to hear something at least three times before it really sinks in.</p>

<p>The larger the organisation, the harder it’ll be to change priorities quickly. Keep the CEO informed about what’s happening and why. Do your best to show that you understand his priorities and tell him about the concrete steps you’re taking to meet those priorities.</p>

<h3 id="setting-the-strategy">Setting the strategy</h3>

<p>Strategy as a critical element, setting strategy looks like</p>

<ul>
  <li><strong>Do a lot of research.</strong>* The technology we had currently built, the pain points. Where the expected growth will come from the future. What are the scaling challenges right now, and where they might be in the future. What are the current productivity bottlenecks.</li>
  <li><strong>Combine your research and your ideas.</strong> Draw out the systems in place at your company, slice and dice the systems and teams across various common attributes. Get insights on the way data flows and changes, and possible axes for evolution.</li>
  <li><strong>Draft a strategy.</strong> Actionable ideas to improve operational efficiency, expand features and grow the business. Consider the structure of the business, the needs of the customer and possible future evolutions. Develop a technology strategy that supports these factors into the future.</li>
  <li><strong>Consider your board’s communication style.</strong>
    <ul>
      <li>In an underdeveloped strategic plan, the system and architectural details offer very few forward-thinking ideas beyond the next 6 to 12 months. It’s not uncommon for company boards to read through the slide deck before a meeting, so that the meetings can be focused more on the details on presentations.</li>
      <li>A good technology strategy means good technology architecture, team structure, underpinnings of the business and the directions in which it was header. Potential futures of the business. Anticipates and enables future growth.</li>
    </ul>
  </li>
</ul>

<h3 id="challenging-bad-situations-delivering-bad-news">Challenging bad situations: delivering bad news</h3>

<p>You’ll need to excel at communicating sensitive information to large groups</p>

<ul>
  <li><strong>Don’t blast an impersonal message to a large group.</strong> The worst way to communicate bad news is via impersonal mediums like email and chat. Your team deserves to hear the message coming from your mouth directly. The second-worst way to deliver a message is with all them in a room at once.</li>
  <li><strong>Do talk to individuals as much as possible.</strong> Try your best to talk to people individually about the news.</li>
  <li><strong>Don’t force yourself to deliver a message you can’t stand behind.</strong> You might need to have someone else help you deliver it.</li>
  <li><strong>Do be honest about the likely outcomes.</strong> Being forthright with people will help them trust you and tolerate unhappy news well.</li>
  <li><strong>Do think about how you would like to be told.</strong></li>
</ul>

<blockquote>
  <h4 id="i-have-a-non-technical-boss">I have a non-technical boss</h4>

  <p>Reporting to a non-technical manager can be a total culture clash.</p>

  <ul>
    <li>Don’t hide information behind jargon, and be careful with details</li>
    <li>Expect that you will need to run your 1-1s with your new boss, so come prepared with a list of topics.</li>
    <li>Try to bring solutions, not problems to be solved. Don’t shy away from delivering bad news.</li>
    <li>Ask for advice. Nothing shows respect like asking for someone’s advice.</li>
    <li>Don’t be afraid to repeat yourself.</li>
    <li>Be supportive. Show that you are there to support.</li>
    <li>Actively look for coaching and skill development in other places. Get a coach, ask for training, and create a peer group outside of the company.</li>
  </ul>
</blockquote>

<h3 id="senior-peers-in-other-functions">Senior peers in other functions</h3>

<p>Senior leaders must actively practice first-team focus. They should dedicate first and foremost to the business and its success, and secondly to the success of their departments. Having few to no peers on your first team who are fellow engineers can feel very isolating.</p>

<p>You let them own their ideas, and they let you own yours. If you disagree, try to stay out of it, always choose to discuss with kindness. The place for disagreement is either one-on-ones or in your leadership team meetings. Expect to defend your own technical decisions and roadmap in this settings.</p>

<p>You have to put aside the idea that they’re acting in irrational and self-interested ways when they disagree with you or do things you don’t like.</p>

<p>Establishing this fundamental trust is really difficult. A very common clash occurs between people who are extremely analytically driven and those who are more creatively or intuitively focused. Another is between the people who prefer to embrace agility and change (and, yes, sometimes disorder) and those who push for more long-term planning, deadlines and budgets. You have to figure out how to understand and trust everyone’s styles across the spectrum.</p>

<p>Your peers who are not analytically driven are not stupid. Throwing out jargon to people make <em>us</em> look stupid to <em>them</em>.</p>

<p>Disagreements that happen in the context of leadership team don’t exist to the wider team. Once a decision is made, we commit to that decision.</p>

<h3 id="the-echo">The echo</h3>

<p>You’ll be watched more closely than you’ve ever been watched in your life. <strong>Your first team is compromised of your peers at the leadership/executive level, and your reporting structure has now become your second team.</strong> Socialising heavily with your team outside working hours is a thing of the past.</p>

<p>If you don’t detach, you’re likely to be accused of playing favourites. In fact, you probably <em>will</em> play favourites if you maintain very strong social ties with people who report up to you on the team.</p>

<p>You need to detach because you need to learn how to lead effectively, with a throwaway comment, you can cause people to change their whole focus. Your reports are going to have a hard time distinguishing between their buddy and their boss.</p>

<p>Your mere presence will change the tone and structure of meetings you attend.</p>

<p>As you choose which behaviours to model in front of the team, they will learn those behaviours and copy them.</p>

<p>You’re going to be part of hard decisions. It won’t be appropriate to discuss these decisions with other people at the company. It is tempting to rant to those you consider friends and your reporting team, but this is a bad idea. <strong>As their leader, you can easily undermine their confidence by sharing worries that they can’t do anything to mitigate.</strong></p>

<p><em>Care more</em> about people as individuals. Take time to get to know as many people as you can as humans. It cab be easy to start to dehumanise people and treat them like cogs. People can tell when their leader stop caring about the individuals. Nurture that kind of connection reinforce that you <em>do</em> care.</p>

<h3 id="ruling-with-fear-guiding-with-trust">Ruling with fear, guiding with trust</h3>

<h4 id="correcting-a-culture-of-fear">Correcting a culture of fear</h4>

<ul>
  <li><strong>Practice relatedness.</strong> Getting to know your team as people or let them know you as a person. If you want a team that feels comfortable taking risks and making mistakes, one of the core requirements is a sense of belonging and safety. This means you need to take little time to small talk.</li>
  <li><strong>Apologise.</strong> When you screw up, apologise. You’re showing the team that apologising doesn’t make you weaker, it makes the whole team stronger.</li>
  <li><strong>Get curious.</strong> When you disagree with something, stop to ask why. Attacking something we disagree with makes that harder. Learn how to turn that disagreement into honest questioning.</li>
  <li><strong>Learn how to hold people accountable without making them bad.</strong> How do you measure success? Does the team have the capabilities needed to succeed? Are you providing feedback along the way?</li>
</ul>

<h3 id="true-north">True north</h3>

<p>The role played by a senior leader of a functional area (CTO, CFO, etc.), sets the baseline of what excellence looks like in this function (<em>“True North”</em>).</p>

<p>A way of exploring the True North in technology is by looking through the lenses of risk analysis. Things like:</p>

<ul>
  <li>Having a single point of failure.</li>
  <li>Having known bugs and issues.</li>
  <li>Being unable to tolerate high load.</li>
  <li>Losing data.</li>
  <li>Putting out code that is under-tested.</li>
  <li>Having slow performance.</li>
</ul>

<p>True North helps us understand that all these issues must be carefully considered. Just because these rules have exceptions doesn’t mean we forget that they exist. True North is the guiding instinct that we as leaders have developed over time</p>

<p><strong>You must spend enough time in your career to hone these instincts in order to be comfortable making fast judgment calls.</strong></p>

<hr />

<p>At this level your coaching and mentoring are likely to come from people outside of your company. Do you know other senior managers at companies in your area? Do you admire any technology senior managers? What is it about them that you admire? Are you behaving like a role model for your team?</p>

<h2 id="bootstrapping-culture">Bootstrapping culture</h2>

<p>As part of your role of senior engineering leader, part of your job is to set the culture of your function. Neglecting the team culture is a sure-fire way to make your job harder.</p>

<p>In startup culture, the ideas of “structure” and “process” are seen as pointless at best and harmful at worst. Startups believe that structure is the reason large companies move slowly.</p>

<p>Instead of talking about structure, is better to talk about learning. Instead of talking about process, it’s better to talk about transparency. We don’t setup systems because structure and process have inherent value. We do it because we ant to learn from our successes and our mistakes, and to share those successes and encode the lessons so we learn from failures in a transparent way.</p>

<p>Consider not only what you care about, but also how you can scale that knowledge and effort effectively.</p>

<p>The important thing for leaders to be willing to do in those early days is to pic a strategy and run with it. You don’t need to find the perfect solution; you need to find something that will get your through to the next milestone.</p>

<p>Sometimes companies decide to limit the decisions themselves, as in organisation that forgoes titles. Deciding not to decide right now is a popular option for new companies, because it really doesn’t matter at the scale of a few people.</p>

<p><strong>Pretending to lack structure tends to create hidden power structures.</strong> In <a href="https://www.jofreeman.com/joreen/tyranny.htm">The Tyranny of Structurelessness</a> Jo Freeman describes a set of circumstances in which the unstructured group can work:</p>

<ul>
  <li>It is task oriented. It is the task that basically structures the group.</li>
  <li>It is relatively small and homogeneous. Homogeneity is necessary to insure that participants have a “common language” for interaction.</li>
  <li>There is high degree of communication. Information must be passed on to everyone.</li>
  <li>There is a low degree of skill specialisation. Everything must be able to be done by more than one person. People become interchangeable parts.</li>
</ul>

<p><strong>When work is done to satisfy an immediate task, in a unified code base worked on by a team of interchangeables, the result is not usually a larger thoughtful structure, but a tweak here, a hack there.</strong> We usually end up refactoring the code to make it scalable, this involves identifying and explicitly drawing out structure in order to make code base easier to read and work in.</p>

<p>That is the value of structure. Structure is how we scale, diversify, and take on more complex long-term tasks. In the same way that strong technical system designers are capable of identifying and shaping underlying system structures, strong leaders are capable of identifying and shaping underlying team structures and dynamics, and doing so in a way that supports the long-term goals.</p>

<p>The earliest startup is like a driving car. As you grow, you graduate to a commercial flight. So you need to consider your movements more carefully. Finally you graduate to a spaceship, where you can’t make quick moves and the course is set long in advance, but you are capable of going very far and taking tons of people along the ride.</p>

<h3 id="assessing-your-role">Assessing your role</h3>

<ul>
  <li><strong>People.</strong> Leaders who want a high degree of control over their organisation tend to need more structure in place to make sure their wishes are enacted.</li>
  <li><strong>Age.</strong> The longer a company is around, the more habits become entrenched. The longer the company has been around, the more likely it is to continue to survive.</li>
  <li><strong>Size of existing infrastructure.</strong> If you have few established business rules and little code or physical infrastructure, there is less need for structure. The more existing business rules and infrastructure you have, the more you’ll need clarity on how to handle them.</li>
  <li><strong>Risk tolerance.</strong> Your structures and process should reflect this.</li>
</ul>

<p>When failures occur, examine all aspects of reality that are contributing to those failures. The patterns you see are opportunities to evolve your structure, either by creating more or different structure or removing it. <strong>Using failure to guide evolution lets you apply structure at the right level. Success is often a poor teacher.</strong> If you want to learn from success, make sure you can identify the actually improvement you’re seeking.</p>

<p>When every new hire slows down the team down for months because there is no onboarding process, that is a failure due to lack of structure. When people regularly leave the company because they have no path to advancement or career growth, that is a failure due to lack of structure. The third time you have a production outage because someone logged directly into the database and accidentally dropped a critical table, that is a failure due to lack of structure. Better to talk about learning and transparency rather than using the word <em>structure</em>.</p>

<h3 id="creating-your-culture">Creating your culture</h3>

<blockquote>
  <p>Culture is how the things get done, without people having to think about it.</p>
</blockquote>

<p>Consciously guiding the culture of your team is part of a leader’s job.</p>

<p>Culture is the generally unspoken shared rules of a community. Culture doesn’t mean that every single person holds exactly the same values, but it tends to guide a general overlap.</p>

<p>In complex environments where the needs of the group must override the needs of the individual, cultural values are the glue that enables us to work as a team.</p>

<h3 id="applying-core-values">Applying core values</h3>

<p>Define your culture. If you have a set of company values, map those values onto your team.</p>

<p><strong>Reinforce culture by rewarding people for exhibiting its values in positive ways. The stories that we tell as a community bond us together.</strong></p>

<p>One of the most important uses of performance reviews is to evaluate the alignment between team members’ values and the company’s values.</p>

<p>Learn to spot people who have value conflicts with the company or team. Using the core values to coach people in areas where they are misaligned can help you articulate what otherwise may feel like just ambiguous friction.</p>

<p>Finally, use this as part of your interview process. Look out explicitly for places where the interviewee seems to match or collide with these values. <strong>Cultural fit is not about hiring friends. Cultural fit as determined by friendship tests is almost certain to be discriminatory in some way.</strong></p>

<p>Write the values down if they aren’t already written, and try to be explicit. Use this explicit list to evaluate candidates, praise team members, and inform your performance review process.</p>

<h3 id="creating-cultural-policy">Creating cultural policy</h3>

<p>Getting started on these documents from scratch is hard. Fortunately there are fewer and fewer documents that you need to start from scratch to create, as more people are sharing publicly their policies and processes. Be mindful however, what works for one company, will not always translate well to another company, even if the companies have a lot of things in common.</p>

<h3 id="writing-a-career-ladder">Writing a career ladder</h3>

<ul>
  <li><strong>Solicit participation from your team.</strong> Enlist the support for senior managers and engineers on the team to provide feedback and details.</li>
  <li><strong>Look for examples.</strong> Examples of ladders from friends at other companies to help provide some ideas for the details.</li>
  <li><strong>Be detailed.</strong> You want something that is inspirational and descriptive but that matches your company.</li>
  <li><strong>Use both long-form descriptions and summaries.</strong></li>
  <li><strong>Consider how the ladder relates to salary.</strong></li>
  <li><strong>Provide many early opportunities for advancement.</strong> You may want to be able to promote someone every year for the first two to three years of her career. Create several levels that encompass the role of <em>software engineer</em>.</li>
  <li><strong>Use narrow salary bands for early-career stages.</strong> Lots of levels and narrow salary bands mean that you can promote people quickly.</li>
  <li><strong>Use wide salary bands when and where you have fewer levels.</strong> You want those salary bands to overlap. Software engineer band may go $50-100K, and a senior software engineer band might go $80-150K. This is meant to retain talent who are performing well at their current levels. This also also allows you to hire people who are on the fence into the lower level with the expectation that they will be promoted quickly.</li>
  <li><strong>Consider your breakpoint levels.</strong> Lack of advancement means that the person has not achieved the maturity of independence needed to remain at the company. For many companies, it’s somewhere around senior engineer. Someone who’s made it this far is a solid team member. You may even want to use it as a the point at which your ladder levels get harder to achieve.</li>
  <li><strong>Recognise achievement.</strong> Celebrate and share keystone promotions.</li>
  <li><strong>Split management and technical tracks.</strong> You do not want people to feel that the only path to advancement is by managing people, because not everyone is suited to that role.</li>
  <li><strong>Consider making people management skills a mid-career requirement.</strong> Consider making leadership experience (tech lead) a requirement for promotion to senior individual contribution levels.</li>
  <li><strong>Years of experience.</strong> Distinguish the keystone levels by an expectation of maturity increase, and these tend to correspond with years of experience.</li>
  <li><strong>Don’t be afraid to evolve over time.</strong> A ladder is a living document that will need to evolve as your company grows.</li>
</ul>

<p>(Rent the Runaway Ladder](<a href="https://dresscode.renttherunway.com/blog/ladder">https://dresscode.renttherunway.com/blog/ladder</a>).</p>

<h3 id="cross-functional-teams">Cross-functional teams</h3>

<p>Who do you work with? Who do you report to? Who do you collaborate with?</p>

<p>Cross-functional product development is putting everyone who is needed to make a project successful together in one group.</p>

<p>We are acknowledging that the most important communication is that which leads to effective product development and iteration. It will probably produce systems that have some inefficiencies compared to companies that have a more engineering-centered team structure. You’ll have to decide where you’re willing to take some system design hits in order to most effectively create products.</p>

<h4 id="structuring-cross-functional-teams">Structuring cross-functional teams</h4>

<p>Engineers are managed by engineering managers that report to the CTO. Product managers report to the head of product. The determination of who was working on what is done largely by the team itself.</p>

<p><strong>Someone in engineering needs to oversee critical core systems, and you probably need a few specialists. These functions can be kept in a small infrastructure organisation that is not generally assigned to product development.</strong> Engineers assigned to product teams still need some time to account for engineering-specific tasks like on-call, interviewing, and technical debt (advise to reserve 20% of the time for these tasks).</p>

<p>The infrastructure team supports both fundamental systems as well as large frameworks and technologies that will be used by many teams across the company.</p>

<p>In technology-focused structures, the focus is on being the best engineer. In product-focused structures, the engineers who have the best product sense will start to emerge as the leaders of the team.</p>

<p>In the areas where the technology must be rock-solid or exceptionally innovative and cutting-edge, you probably want teams that have more of an engineering focus and that are led by people who can design complex systems.</p>

<h3 id="developing-engineering-process">Developing engineering process</h3>

<p>Without any process, your teams will struggle to scale. With the wrong process, they will be slowed down.</p>

<blockquote>
  <h4 id="engineering-process">Engineering process</h4>

  <p>Think of process as risk management.</p>

  <p>This has two important implications. The first is that you should not put a complicated process on any activity where you want people to move quickly or that the risks themselves are obvious to the whole team.</p>

  <p>The second implication is that you need to be on the lookout for places where there is hidden risk, and draw those hidden risks out into the open. Processes should have value even when they are not followed perfectly, and that value should largely lie in the act of socialising change or risk to the team as a whole.</p>
</blockquote>

<h3 id="practical-advice-depersonalise-decision-making">Practical advice: depersonalise decision making</h3>

<h4 id="code-review">Code review</h4>

<p>You want the process to be straightforward and efficient:</p>

<ul>
  <li><strong>Be clear about code review expectations.</strong> Code review is largely a socialisation exercise, so that multiple team members have seen and are aware of the changed code.</li>
  <li><strong>Use a linter for style issues.</strong></li>
  <li><strong>Keep an eye on the review backlog.</strong> Limit how many outstanding review requests a person can have assigned to him.</li>
</ul>

<h4 id="the-outage-postmortem">The outage postmortem</h4>

<ul>
  <li><strong>Resist the urge to point fingers and blame.</strong></li>
  <li><strong>Look at the circumstances around the incident and understand the context of the events.</strong> Understand and identify the factors that contributed to this incident.</li>
  <li><strong>Be realistic about which takeaways are important and which are worth dropping.</strong> Pick the one or two that are truly high-risk and highly likely to cause future problems, and acknowledge the ones that you are going to let go for now.</li>
</ul>

<h4 id="architecture-review">Architecture review</h4>

<p>The goal of architecture review is to help socialise big changes to the appropriate group, and to make the risks for those changes clear.</p>

<ul>
  <li>How many people on the team are comfortable using this new system/writing this new language?</li>
  <li>Do you have production standards in place for this new thing?</li>
  <li>What is the process for rolling this out and training people to use it?</li>
  <li>Are there new operational considerations for using this?</li>
</ul>

<p>Some guidelines:</p>

<ul>
  <li><strong>Be specific about the kinds of changes that need architecture review.</strong> Usually these include new languages, new frameworks, new storage systems, and new developer tooling.</li>
  <li><strong>The value of architecture review is in preparing for the review.</strong> It forces people to think about why they want to make these changes. It make people aware of the risks that they may not have considered.</li>
  <li><strong>Choose the review board wisely.</strong> The scope of the deciding group is best kept to the people who will be closely impacted by the decision.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 15363 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Mixtape - Feb 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mixtape-music-02-2025"/>
    <id>/mixtape-music-02-2025</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>What I’ve been listening to this month.</p>

<p><img src="/images/mixtapes/2025-02.png" alt="Monthly Mixtape 2025-02" /></p>

<ol>
  <li>Laid - James</li>
  <li>Someday - The Strokes</li>
  <li>Nancy Boy - Placebo</li>
  <li>Leaders of the Free World - Elbow</li>
  <li>Southside - Fun Lovin’ Criminals</li>
  <li>Irish Blood, English Heart - Morrissey</li>
  <li>Destiny Calling - James</li>
  <li>Set to Attack - Albert Hammond Jr</li>
  <li>Hunger - Florence + the Machine</li>
  <li>The Day We Caught the Train - Ocean Colour Scene</li>
  <li>Don’t Look Back in Anger (Remastered) - Oasis</li>
  <li>Cigarettes &amp; Alcohol (Remastered) - Oasis</li>
  <li>Beautiful Ones - Suede</li>
  <li>Korean Bodega - Fun Lovin’ Criminals</li>
  <li>Creep - Radiohead</li>
  <li>Jubilee Street - Nick Cave &amp; The Bad Seeds</li>
  <li>Always Like This - Bombay Bicycle Club</li>
  <li>Coffee and TV (Radio Edit) - Blur</li>
  <li>Strict Machine - Goldfrapp</li>
  <li>Rebel Rebel - David Bowie</li>
  <li>20th Century Boy - T. Rex</li>
</ol>

<p>You can listen along on <a href="https://music.apple.com/profile/thechelsuk">apple music here</a></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 145 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Peopleware - Productive Projects and Teams</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/peopleware"/>
    <id>/peopleware</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#preface">Preface</a></li>
  <li><a href="#managing-the-human-resource">Managing the human resource</a></li>
  <li><a href="#the-office-environment">The office environment</a></li>
  <li><a href="#the-right-people">The right people</a></li>
  <li><a href="#growing-productive-teams">Growing productive teams</a></li>
  <li><a href="#fertile-soil">Fertile soil</a></li>
  <li><a href="#its-supposed-to-be-fun-to-work-here">It’s supposed to be fun to work here</a></li>
</ul>

<h2 id="preface">Preface</h2>

<p>The major problems of systems work are not much technological as sociological.</p>

<p>If a group of people who have to work together don’t trust each other, no nifty software package or gizmo is going to make a difference.</p>

<h2 id="managing-the-human-resource">Managing the human resource</h2>

<p>Most of us as managers are prone to one particular failing: a tendency to manage people as though they were modular components.</p>

<h3 id="failing-projects">Failing projects</h3>

<p>The cause of failure most frequently cited by our survey participants was “politics”, a.k.a. the project’s <em>sociology</em>.</p>

<p>By noting the true nature of a problem as sociological rather than political, you make it more tractable.</p>

<blockquote>
  <p>The major problems of our work are not so much technological as sociological in nature.</p>
</blockquote>

<h4 id="the-high-tech-illusion">The high-tech illusion</h4>

<p>Our successes stem from good human interactions by all participants in the effort, and our failures stem from poor human interactions.</p>

<p>The main reason we tend to focus on the technical rather than the human side of the work is because it’s easier to do.</p>

<h3 id="make-a-cheeseburger-sell-a-cheeseburger">Make a cheeseburger, sell a cheeseburger</h3>

<p>The “make a cheeseburger, sell a cheeseburger” mentality only serves to damp your people’s spirits and focus their attention away from the real problems at hand. To manage thinking workers effectively you need to take measures.</p>

<h4 id="a-quota-of-errors">A quota of errors</h4>

<p>Making an occasional mistake is natural and healthy. Fostering an atmosphere that doesn’t allow for error simply makes people defensive. Encourage people to make some errors. Ask your folks on occasion what dead-ends roads they’ve been down.</p>

<h4 id="management-the-bozo-definition">Management: The bozo definition</h4>

<p>“Management is kicking ass” mentality might work for cheeseburger production, but won’t for any effort which people do work with their heads rather than their hands.</p>

<h4 id="the-people-store">The people store</h4>

<p>Many managers convince themselves that no one is irreplaceable. That there is no such thing as a key person.
The <em>people</em> manager realizes that uniqueness is what makes project chemistry vital and effective.</p>

<h4 id="a-project-in-steady-state-is-dead">A project in steady state is dead</h4>

<p>The only steady state of a project is rigor mortis. The focus of project management ought to be the <em>dynamics</em> of the development effort.</p>

<p>A <em>catalyst</em> is someone who can help a project to jell, is worth two people who just do work.</p>

<h4 id="we-havent-got-time-to-think-about-this-job-only-to-do-it">We haven’t got time to think about this job, only to do it</h4>

<p>We have to learn to do work less of the time and think about the work more. The more heroic the effort required, the more important is that the team members learn to interact well and enjoy it.</p>

<h3 id="vienna-waits-for-you">Vienna waits for you</h3>

<p>There is a widespread sense that what real-world management is all about is getting people to work harder and longer, largely at the expense of their personal lives.</p>

<h4 id="spanish-theory-management">Spanish theory management</h4>

<p>The Spanish Theory is that only a fixed amount of value existed on earth, and therefore the path to accumulation of wealth was to learn to extract it more efficiently from soil or from people’s back.</p>

<p>The English Theory  is that value can be created by ingenuity and technology.</p>

<p>The English had the Industrial Revolution, while the Spanish spun their wheels trying to exploit the land and the Indians in the New World.</p>

<p>The Spanish Theory of Value is alive among managers. Productivity means achieving more in an hour of work, extracting more for an hour of pay. Attaining new productivity levels through the simple mechanism of unpaid overtime.</p>

<h4 id="the-aint-no-such-thing-as-overtime">The ain’t no such thing as overtime</h4>

<p>There will be more or less an hour of undertime for every hour of overtime. For the long term it will cancel out.</p>

<p>Nobody can work more than forty hours with the level of intensity required for creative intellectual work. Overtime is like sprinting.</p>

<h4 id="workaholics">Workaholics</h4>

<p>Workaholics will put in uncompensated overtime.</p>

<p>The realization that one has sacrificed a more important value (family, love, home, youth) for a less important value (work) is devastating. These profiles will eventually realise this and they will be gone.</p>

<p>You can’t let them do so at the expense of their personal lives. The loss of a good person isn’t worth it.</p>

<h4 id="productivity-winning-battles-and-losing-wars">Productivity: Winning battles and losing wars</h4>

<p>Productivity has to be defined as benefit divided by cost. The cost has to include the replacement of any workers used up by the effort.</p>

<h4 id="reprise">Reprise</h4>

<p>In the Spanish Theory managers think that is better to have hopelessly impossible schedule to extract more labor from the workers.</p>

<blockquote>
  <p><strong>People under time pressure don’t work better, they just work faster</strong></p>
</blockquote>

<p>In order to work faster, they may have to sacrifice the quality of the product and their own work experience.</p>

<h3 id="quality-if-the-time-permits">Quality, if the time permits</h3>

<p>Man’s character is dominated by a small number of basic instincts. When you feel them, there is always passion involved. The slightest challenge to one of these built-in values can be upsetting.</p>

<p>We tend to tie our self-esteem strongly to the quality of the product we produce. Not the <em>quantity</em> of product, but the <em>quality</em>. <strong>Any step you take that may jeopardize the quality of the product is likely to set the emotions of your staff directly against you.</strong></p>

<h4 id="the-flight-from-excellence">The flight from excellence</h4>

<p>Workers kept under extreme time pressure will begin to sacrifice quality. They will hate what they’re doing. The decision to pressure people into delivering a product that doesn’t measure up to their own quality standards is almost a mistake.</p>

<p>We have to assume that people who pay for our work are of sound enough mind to make sensible trade-off between quality and cost.</p>

<p>Allowing the standard of quality to be set by the buyer, rather than the builder, is what we call <em>the flight from excellence</em>.</p>

<p>In the long run, market-based quality costs more.</p>

<blockquote>
  <p>Quality, far beyond that required by the end user, is a means to higher productivity.</p>
</blockquote>

<p>How is it possible that higher quality coexists with higher productivity?</p>

<blockquote>
  <p><strong>The trade-off between price and quality does not exist in japan. Rather, the idea that high quality brings on cost reduction is widely accepted.</strong></p>
</blockquote>

<h4 id="quality-is-free-but">Quality is free, but…</h4>

<p>Letting the builder set a satisfying quality standard of his own will result in a productivity gain sufficient to offset the cost of improved quality.</p>

<blockquote>
  <p>Quality is free, but only to those who are willing to pay heavily to it.</p>
</blockquote>

<p>Hewlett-Packard has long been an example of quality standards. Quality identification works for increased job satisfaction and some of the lowest turnover figures.</p>

<p>The team can insist that delivery wait until its own standards are achieved.</p>

<h3 id="parkinsons-law-revisited">Parkinson’s law revisited</h3>

<blockquote>
  <p>Work expands to fill the time allocated for it</p>
</blockquote>

<p>Some managers have a strong conviction that the only way to get work done at all is to set an impossibly optimistic delivery date.</p>

<h4 id="parkinsons-law-and-newtons-law">Parkinson’s law and Newton’s law</h4>

<p>Parkinson’s law is not a law in the same sense that Newton’s law is a law. Newton was a scientist. Parkison was a humorist. His “law” caught on because it was funny. His law comes after observing a fictitious government bureaucracy.</p>

<blockquote>
  <p>Parkinson’s law almost certainly doesn’t apply to your people</p>
</blockquote>

<h4 id="you-wouldnt-be-saying-this-if-youd-ever-met-our-herb">You wouldn’t be saying this if you’d ever met our herb</h4>

<p><strong>The reasons that some people don’t perform are lack of competence, lack of confidence, and lack of affiliation with others on the project and the project goals.</strong></p>

<p>Treating your people as Parkisonian workers doesn’t work. I can only demand and demotivate them.</p>

<h4 id="some-data-from-the-university-of-new-south-wales">Some data from the University of New South Wales</h4>

<p>Some data proving that Parkison’s law doesn’t apply to most workers: Programers seem to be a bit more productive after they’ve done the estimate themselves. Programmers work harder to meet the analyst’s estimate, bad estimates are always a demotivating factor. The systems analysts tends to be a better estimator than either the programmer or the supervisor. Tight estimates sap the builders’ energy.</p>

<p>The surprising part of the 1985 Jeffrey-Lawrence study is that no estimates outperformed all others. Projects on which the boss applied no schedule pressure whatsoever (“Just wake me up when you’re done”) had the highest productivity of all.</p>

<p><strong>Schedule pressure needs to be made in much the same way you decide whether or not to punish your child.</strong></p>

<h4 id="variation-on-a-theme-by-parkison">Variation on a theme by Parkison</h4>

<blockquote>
  <p>Organizational busy work tends to expand to fill the working day</p>
</blockquote>

<p>Becoming worse every year, is frightening true in many organizations. It’s the company that exhibits Parkinsonian behaviour rather than its employees.</p>

<h3 id="laetrile">Laetrile</h3>

<p>Laetrile is a liquid from pressed apricot pits. You can buy the stuff in the grocery store for about the price of almond extract. In Mexico, you can buy it for fifty dollars a drop to “cure” your fatal cancer.</p>

<p><strong>People who are desperate enough don’t look very hard at the evidence.</strong></p>

<p>Managers are “desperate enough”, and their desperation makes them easy victims of a kind of technical laetrile that purports to improve productivity.</p>

<p>Something to bear in mind is that problems are not usually susceptible to easy solutions because all easy solutions were though of and applied long ago. Easy nonsolutions are often more attractive than hard solutions.</p>

<p>False hopes engendered by easy technological nonsolutions are like Sirens. An attractive fallacty that leads nowhere.</p>

<p>The seven false hopes of software management:</p>

<ul>
  <li>There is some new trick you’ve missed that could send productivity soaring.
    <blockquote>
      <p>The line that there is some magical innovation out there that you’ve missed a pure fear tactic, employed by those with a vested interest in selling it.</p>
    </blockquote>
  </li>
  <li>
    <p>Other managers are getting gains of 100% or 200% more!</p>
  </li>
  <li>Technology is moving so swiftly that you’re being passed by.
    <blockquote>
      <p>Productivity within the software industry has improved by 3 to 5 percent a year</p>
    </blockquote>
  </li>
  <li>Changing languages will give you huge gains.
    <blockquote>
      <p>It might give you a 5% gain</p>
    </blockquote>
  </li>
  <li>
    <p>Because of the backlog, you need to double productivity immediately.</p>
  </li>
  <li>Isn’t about time you automate your software development staff?
    <blockquote>
      <p>The belief that software developers do easily automatable work is a fallacy. Principal work is communication to organize users’s expressions of needs into formal procedure.</p>
    </blockquote>
  </li>
  <li>Your people will work better if you put them under a lot of pressure.
    <blockquote>
      <p>They won’t, they’ll just enjoy it less.</p>
    </blockquote>
  </li>
</ul>

<h4 id="this-is-management">This is management</h4>

<p><strong>The manager’s function is not to make people work, but to make it possible for people to work.</strong></p>

<h2 id="the-office-environment">The office environment</h2>

<p>Everybody’s workday is plagued with frustration and interruption.</p>

<h3 id="the-furniture-police">The furniture police</h3>

<p>For each of the observed kinds of disturbance, you’d look for an easy, mechanical way to protect your workers. You’d investigate the advantages of closed space and the trade-off of cost against privacy and quiet. Finally you’d take into account people’s social needs and provide some areas where a conversation could take place without disturbing others.</p>

<h4 id="the-police-mentality">The police mentality</h4>

<p>People who promulgate rules about leaving each desk clean at night and prohibiting anything to be hung on the partitions except perhaps a company calendar.</p>

<h4 id="the-uniform-plastic-basement">The uniform plastic basement</h4>

<p>Basement space is really preferable from the point of view of the Furniture Police. But people work better in natural light. It translates into higher quality of work. People want to shape their space to their own convenience and taste. Typical <em>inconveniences</em> that come from dealing with human workers.</p>

<p><strong>For most organizations with productivity problems, there is no more fruitful area for improvement than the workplace.</strong></p>

<h3 id="you-never-get-anything-done-around-here-between-9-and-5">“You never get anything done around here between 9 and 5”</h3>

<p>“Overtime is a fact of life”</p>

<p>Staying late or arriving early or stating home to work in peace is a damning indictment of the office environment.</p>

<h4 id="a-policy-default">A policy default</h4>

<p>Management had decided after due reflection that they couldn’t really do much about it. This is a policy of total default.</p>

<h4 id="productivity-nonfactors">Productivity nonfactors</h4>

<p>From studies run in <em>Coding War Games</em> in many organizations, the following factors had little or no correlation to performance:</p>
<ul>
  <li><strong>Language</strong>, with exceptions on assembly language obviously</li>
  <li><strong>Years of experience</strong>, with the exception of people with less than 6 months of experience.</li>
  <li><strong>Number of defects</strong>, zero-defect workers paid no performance penalty for doing more precise work. In fact, they took slightly less time.</li>
  <li><strong>Salary</strong>, very weak relationship between salary and performance.</li>
</ul>

<h4 id="you-may-want-to-hide-this-from-your-boss">You may want to hide this from your boss</h4>

<p>What did correlate positively to good performance was this rather unexpected one: <em>It mattered a lot who your pair mate was</em>.</p>

<p><strong>Two people from the same organization tend to perform alike.</strong> Best performers are clustering in some organizations while the worst performers are clustering in others.</p>

<p>Something about their environment and corporate culture is failing to attract and keep good people or is making it impossible for even good people to work effectively.</p>

<h4 id="effects-in-the-workplace">Effects in the workplace</h4>

<p>People who perform better tend to gravitate toward organizations that provide a better workplace.</p>

<p>If you participate in or manage a team of people who need to use their brains during the workday, then the workplace environment is your business.</p>

<h3 id="saving-money-on-space">Saving money on space</h3>

<p>A penny saved on the work space is a penny earned on the bottom line. Savings have to be compared to the risk of lost effectiveness.</p>

<h4 id="few-facts">Few facts</h4>

<p>IBM studied the work habits of those who would occupy the space. They concluded:</p>

<ul>
  <li>100 square feet of dedicated space per worker.</li>
  <li>30 square feet of work surface per person.</li>
  <li>Noise protection in form of enclosed offices or 6-foot-high partitions.</li>
</ul>

<h4 id="workplace-quality-and-product-quality">Workplace quality and product quality</h4>

<blockquote>
  <p>Workers who reported before the exercise that their workplace was acceptably quiet were one-third more likely to deliver zero-defect work.</p>
</blockquote>

<blockquote>
  <p>Zero-defect workers: 66% reported noise level okay</p>
</blockquote>

<blockquote>
  <p>One-or-more-defect workers: 8% reported noise level okay</p>
</blockquote>

<p>When a worker complains about noise, he’s telling you that he is likely to be defect-prone.</p>

<h4 id="a-discovery-of-nobel-prize-significance">A discovery of Nobel Prize significance</h4>

<p>Worker density is inversely proportional to dedicated space per person.</p>

<p>Noise is directly proportional to density, so halving the allotment of space per person can be expected to double the noise.</p>

<h4 id="hiding-out">Hiding out</h4>

<p>When the office environment is frustrating enough, people look for a place to hide out.</p>

<h4 id="gilbs-law">Gilb’s law</h4>

<blockquote>
  <p>Anything you need to quantify can be measured in some way that is superior to not measuring it at all.</p>
</blockquote>

<p><strong>Measurement is better than nothing.</strong> An organisation that can’t make some assessment of its own productivity rate just hasn’t tried hard enough.</p>

<h4 id="measuring-with-your-eyes-closed">Measuring with your eyes closed</h4>

<p>Measurement schemes tend to become threatening and burdensome.</p>

<p>Management has to perceptive and secure enough to cut itself out of the loop. <strong>The data on individuals is not passed up to management.</strong> Data collected on the individual’s performance has to be used only to benefit that individual. Is an exercise in self-assessment.</p>

<p>Individuals are inclined to do exactly the same things with the data that the manager would do.</p>

<h3 id="brain-time-versus-body-time">Brain time versus body time</h3>

<table>
  <thead>
    <tr>
      <th>Work mode</th>
      <th>Percent of time</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>Working alone</td>
      <td>30%</td>
    </tr>
    <tr>
      <td>Working with one other person</td>
      <td>50%</td>
    </tr>
    <tr>
      <td>Working with two or more people</td>
      <td>20%</td>
    </tr>
  </tbody>
</table>

<p>Thirty percent of the time, people are noise sensitive, and the rest of the time, they are noise generators.</p>

<h4 id="flow">Flow</h4>

<p>Flow is a condition of deep, nearly mediative involvement.</p>

<p>Unfortunately, you can’t turn on flow like a switch. It takes a slow descent into the subject, requiring ~15 minutes of immersion period.</p>

<p>The state can be broken by an interruption that is focused on you, or by insistent noise. Each time you’re interrupted, you require an additional immersion period. During this immersion, you are not really doing work.</p>

<h4 id="the-endless-state-of-no-flow">The endless state of no-flow</h4>

<blockquote>
  <p>If the average incoming phone call takes five minutes, and your reimmersion period is fifteen minutes, the total cost of a that call in flow time (work time) los is twenty minutes.</p>
</blockquote>

<p>Just as important as the loss of effective time is the accompanying frustration.</p>

<p>People who work for you need to get into flow. Anything that keeps them from it will reduce their effectiveness and the satisfaction they take in their work.</p>

<h4 id="the-e-factor">The e-factor</h4>

<p>If your people spend 40% of their total work hours uninterrupted, then the environment is allowing people to get into flow when they need to.</p>

<blockquote>
  <p>E-factor = Uninterrupted hours/body-present hours.</p>
</blockquote>

<h3 id="the-telephone">The telephone</h3>

<p>One of the principal causes of interruption is the incoming telephone call. Even if some of the calls were important, they may not have been worth interrupting your flow.</p>

<h4 id="tales-from-the-crypt">Tales from the crypt</h4>

<p>Steps that can be taken to minimize the negative impact of interruptive calls. The most important of these is to realise how much we have allowed the telephone to dominate our time allocation.</p>

<h4 id="a-modified-telephone-ethic">A modified telephone ethic</h4>

<p>People who are charged with getting work done must have some peace and quiet to do it in. That means periods of total freedom from interruptions. When they want to work in flow, they have to have some efficient way of ignoring incoming calls.</p>

<p><strong>The big difference between a phone call and an electronic mail message is that the phone call interrupts and the e-mail does not.</strong> Priority at “receiver’s convenience” is acceptable for the great majority of business communications.</p>

<p>The trick isn’t in the technology; it is in the changing of habits.</p>

<h4 id="incompatible-multitasking">Incompatible multitasking</h4>

<p>Mixing flow and highly interruptive activities is a recipe for nothing but frustration.</p>

<h3 id="bring-back-the-door">Bring back the door</h3>

<p>In creating a sensible workplace, the most obvious symbol of success is the door. Workers can control noise and interruptibility to suit their changing needs. The most obvious failure system is the paging system.</p>

<h4 id="the-show-isnt-over-till-the-fat-lady-signs">The show isn’t over till the fat lady signs</h4>

<p>If you believe that the environment is working against you, you’ve got to start saying so.</p>

<p>As people begin to realise that they aren’t alone in their feelings, environmental awareness increases.</p>

<h4 id="the-issue-of-glitz">The issue of Glitz</h4>

<p>Depressing surroundings would be counterproductive, but as long as the office wasn’t depressing, then you could happily ignore it. The money spent on high-fashion decor is a waste.</p>

<p>The next time someone proudly shows you around a newly designed office, think hard about whether it’s the functionality of the space that is being touted or its appearance.</p>

<p><strong>Work-conductive office space is not a status symbol. it’s a necessity. Either you pay for it by selling out what it costs, or you pay for it in lost of productivity.</strong></p>

<h4 id="creative-space">Creative space</h4>

<p>You can either treat the symptom or treat the cause. Treating the cause means choosing isolation in the form of noise barriers. Treating the symptom is much cheaper. Pink noise, disruptive noise is drowned out at small expense. You can ignore the problem altogether so that people have to resort to iPods and headphones to protect themselves from the noise. You should expect to incur an invisible penalty: they will be less creative.</p>

<p>In the 1960s, researchers at Cornell University conducted a series of tests on the effects of working with music.</p>

<p>Many of the everyday tasks are done in the serial processing center of the left brain. Music will not interfere. The creative leap involves right-brain function. If the right brain is busy listening to “1000 Strings” on Muzak, the opportunity for creative leap is lost.</p>

<p>Since creativity is a sometime thing anyway, we often don’t notice when there is less of it.</p>

<h4 id="vital-space">Vital space</h4>

<p>Enclosed offices sooner or later get around to the “sterility” of working alone. But enclosed offices need to be one-person offices.</p>

<h4 id="breaking-the-corporate-mold">Breaking the corporate mold</h4>

<p>A proposal to allow people to reorganise into shared suites will be seen as a threat. Someone in the upper reaches of the organisation will hate the idea.</p>

<p>By making everything uniform, the “owner” of a territory exercises and demonstrates control.</p>

<p>Management should make sure there is enough space, enough quiet and enough ways to ensure privacy so people can create their own sensible work space. Uniformity has no place in this view.</p>

<h3 id="taking-umbrella-steps">Taking umbrella steps</h3>

<p>Christopher Alexander in 1979 with “The Timeless Way of Building” book set out to codify the elements of good architectural design.</p>

<h4 id="alexanders-concept-of-organic-order">Alexander’s concept of organic order</h4>

<p>The master plan is an attempt to impose totalitarian order. A single and therefore uniform vision governs the whole.</p>

<p>Alexander proposes a facility can grow in an evolutionary fashion.</p>

<blockquote>
  <p>Organic order emerges, every place is unique and the different places also cooperate, with no parts left over.</p>
</blockquote>

<h4 id="patterns">Patterns</h4>

<blockquote>
  <p>You feel more comfortable if there is a wall behind you. There should be no blank wall closer than eight feet in front of you. You should be sufficiently enclosed to cut noises.</p>
</blockquote>

<p><strong>Design sensible work space for people who make their living by thinking.</strong></p>

<h5 id="tailored-work-space-from-a-kit">Tailored work space from a kit</h5>

<p>Individual modules give poor-quality space to the person working alone and no space at all to the team. Each team needs identifiable public and semiprivate space. Each individual needs protected private space.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>╔═════════════════════════════════════╗
║  GEORGE      ┌─┐  ┌─┐  CONFERENCE   ║
║  ┌──┐       ┌┴─┴──┴─┴┐ TABLE        ║
║ ┌┤  │       │        │      STEVE   ║
║ └┤  │       └┬─┬──┬─┬┘      ┌──┐    ║
║  └──┘        └─┘  └─┘     ┌─┴──┴─┐  ║
║                           └──────┘  ║
║  READING  ║    ARIA    ╔════════════╝
║  AREA     ║    ┌──┐    ║
║  ┌─┐ ┌─┐  ║  ┌─┴──┴─┐  ║
║  └─┘ └─┘  ║  └──────┘  ║
╚═══════════╩════════════╝
</code></pre></div></div>

<h5 id="windows">Windows</h5>

<blockquote>
  <p>Rooms without a view are like prisons for the people who have to stay in them</p>
</blockquote>

<p>The problem of windowless space is a direct result of a square aspect ratio. A sensible limit for building width is thirty feet.</p>

<h5 id="indoor-and-outdoor-space">Indoor and outdoor space</h5>

<p>If you’ve ever had the opportunity to work in space that had an outdoor component, it’s hard to imagine ever again limiting yourself to working entirely indoors.</p>

<h5 id="public-space">Public space</h5>

<p>An old pattern for interior space is a smooth “intimacy gradient”.</p>

<p>At the entrance of the workplace should be some area that belongs to the whole group. Further along the intimacy gradient should be space for tightly knit work groups to interact and to socialize. Finally, there is the protected quiet thinking space for one person to work alone.</p>

<p>Group interaction space needs tables and seating, writing surfaces, areas to post and space for members to prepare simple meals and eat together.</p>

<h5 id="a-pattern-of-patterns">A pattern of patterns</h5>

<p>Reliance on non-replicable formulas. The space needs to be isomorphic. People at all levels need to leave their mark on the workplace.</p>

<h5 id="return-to-reality">Return to reality</h5>

<p>You don’t have to solve the space problem for the whole institution. If you can solve it just for your own people, you’re way ahead.</p>

<h2 id="the-right-people">The right people</h2>

<ul>
  <li>Get the right people</li>
  <li>Make them happy so they don’t want to leave.</li>
  <li>Turn them loose.</li>
</ul>

<h3 id="the-hornblower-factor">The Hornblower factor</h3>

<p>The Hornblower books can be read as an elaborate management analogy.</p>

<h4 id="born-versus-made">Born versus made</h4>

<p>Managers are supposed to use their leadership skills to bring out untapped qualities in each subordinate. But managers are unlikely to change their people in any meaningful way. People who work for you through whatever period will be more or less the same at the end as they were at the beginning. If they are not right for the job from the start, they never will be.</p>

<p>Getting the right people in the first place is all-important. Your skill at these tasks will determine to a large extent your eventual success.</p>

<h4 id="the-uniform-plastic-person">The uniform plastic person</h4>

<p>You can’t hire based on appearance. <strong>Most hiring mistakes result from too much attention to appearances and not enough to capabilities.</strong>  Evolution has planted in each of us a certain uneasiness toward people who differ by very much from the norm.</p>

<p>You probably don’t feel that you have an uncontrollable tendency to hire attractive or “normal” looking people. The perceived norm encourages you to hire people that look like, sound like and thing like everybody else.</p>

<p><strong>The need for uniformity is a sign of insecurity. Strong managers pride is tied only to their staff’s accomplishments.</strong></p>

<h4 id="standard-dress">Standard dress</h4>

<p>Uniformity is so important to insecure authoritarian regimes that they even impose dress codes. Accomplishment matters only by people who don’ look different.</p>

<p>Valuable people begin to realize that they aren’t appreciated for their real worth, that their contributions to the work are not as important as their haircuts and neckties. Eventually they leave.</p>

<p>If what’s gone wrong in your company is promulgation of formal standard appearance, it’s too late for a remedy. Get yourself a new job.</p>

<h4 id="code-word-professional">Code word: <em>professional</em></h4>

<p>Dress standards might be understandable if you worked in the Customer Relations or in Sales. <strong>Managers with shaky self-confidence are uncomfortable with any kind of behavior that is different from average.</strong></p>

<p>The term <em>unprofessional</em> is often used to characterize surprising and threatening behavior. Anything that upsets the weak manager is almost by definition unprofessional. <em>Professional</em> means unsurprising, a perfect drone.</p>

<p>In a healthy environment, professional means knowledgeable and competent.</p>

<h4 id="corporate-entropy">Corporate entropy</h4>

<p>Entropy is the levelness of sameness. The more it increases, the less potential there is to generate energy or do work.</p>

<blockquote>
  <p>Second thermodynamic law of management
Entropy is always increasing in the organization.</p>
</blockquote>

<p>The most successful manager is the one who shakes up the local entropy to bring in the right people and let them be themselves, even though they may deviate from the corporate norm.</p>

<h3 id="lets-talk-about-leadership">Let’s talk about leadership</h3>

<h4 id="leadership-as-a-work-extraction-mechanism">Leadership as a work-extraction mechanism</h4>

<p>Using a gun to lead means you have to “lead” from behind. In the workplace, is replaced with a delegated authority and position of power.</p>

<h4 id="leadership-as-a-service">Leadership as a service</h4>

<p>It happens outside the official hierarchy of delegated authority. Leadership is not about extracting anything from us; it’s about service. Enables endeavors to go forth. Sometimes directions are set, but their role is as a catalyst, not as a director.</p>

<p>In order to lead without positional authority:</p>
<ul>
  <li>Step up to the task</li>
  <li>Be fit for the task</li>
  <li>Prepare for the task, ahead of time</li>
  <li>Maximize value to everyone</li>
  <li>Do it all with humor and goodwill</li>
</ul>

<p>It will help to have charisma.</p>

<h4 id="leadership-and-innovation">Leadership and innovation</h4>

<p>Innovation is all about leadership, and leadership is all about innovation.</p>

<p>It takes a bit of a rebel to help even the best innovation achieve its promise: rebel leadership.</p>

<p>Nobody knows enough to give permission to the key instigators to do what needs to be done. Leadership as a service almost always operates without official permission.</p>

<h3 id="hiring-a-juggler">Hiring a juggler</h3>

<p>It would be ludicrous to think of hiring a juggler without first seeing him perform. You need to examine a sample of those products to see the quality of the work the candidate does.</p>

<h4 id="aptitude-tests">Aptitude tests</h4>

<p>Aptitude test may give you people who perform better in the short term, but are less likely to succeed later on. Maybe you should use an aptitude test but hire only those who fail it.</p>

<p>You should use them, just not for hiring. Can be a wonderful self-assessment vehicle for your people.</p>

<h4 id="holding-an-audition">Holding an audition</h4>

<p><strong>We’re more dependent on workers’ abilities to communicate to each other than their abilities to communicate with machines.</strong> The hiring process needs to focus on at least some sociological and human communication traits. The best way we’ve discovered to do this is through the use of auditions for job candidates.</p>

<p>You ask a candidate to prepare a fifteen-minute presentation on some aspect of past work. The candidate chooses a subject.</p>

<p>Hold a debriefing of those present. Each one gets to comment on the person’s suitability for the job and whether he or she seems likely to fit well into the team.</p>

<p>One caveat, make sure the candidate speaks about something immediately closely related to the work your organization does.</p>

<h3 id="childhoods-end">Childhood’s end</h3>

<h4 id="technology-and-its-opposite">Technology and its opposite</h4>

<p>One generation’s technology is the next generation’s environment.</p>

<h4 id="turnover-the-obvious-costs">Turnover: the obvious costs</h4>

<p>Average employee longevity of 15 to 36 months. The average person leaves after a little more than two years.</p>

<p>A reasonable assessment of start-up cost is therefore approximately three lost work-months per new hire. The total cost of replacing each person is the equivalent of four-and-a-half to five months of employee cost or about 20% of the cost of keeping that employee for the full two years on the job.</p>

<h4 id="the-hidden-costs-of-turnover">The hidden costs of turnover</h4>

<p>Employee turnover costs about 20% of all manpower expense.</p>

<p>In companies with high turnover, people tend toward a destructively short-term viewpoint, because they know they just aren’t going to be there very long. Nobody is willing to take the long view.</p>

<p>If people only stick around a year or two, the only way to conserve the best people is to promote them quickly. Near beginners being promoted into first-level management positions.</p>

<p>This could easily end up with 15% of the staff doing work, and 85% managing.</p>

<p>Not only is the structure wastefully top-heavy, it tends to have very lightweight people at the bottom. Products that are developed by workers with an average age in their twenties, and average experience of less than two years.</p>

<p><strong>From the corporate perspective, late promotion is a sign of health.</strong></p>

<h4 id="why-people-leave">Why people leave</h4>

<ul>
  <li>A just-passing-through mentality.</li>
  <li>Feeling of disposability. Management think of workers as interchangeable parts.</li>
  <li>A sense that loyalty would be ludicrous.</li>
</ul>

<p>Turnover engenders turnover. <strong>The feeling that the company sees nothing extraordinary in the worker makes the worker feel unappreciated as individual.</strong></p>

<h4 id="a-special-pathology-the-company-move">A special pathology: the company move</h4>

<p>Injecting misery into workers’ lives makes the managers feel positively god-like.</p>

<p>Usually the real reason for moving the company to another place, is a political deal, or a chance to build a new edifice, or reduction of the boss’s commute.</p>

<p>The more egocentric the manager, the more intense the fondness for the company move.</p>

<p>Corporate move comes down hard on the couple’s relationship at a very delicate point.</p>

<h4 id="a-mentality-of-permanence">A mentality of permanence</h4>

<p>Companies with low turnover seem to have a preoccupation with being the best. It provides common direction, joint satisfaction and strong binding effect. The sense that you’d be dumb to look for a job elsewhere.</p>

<p><strong>In the best organizations, the short term is not the only thing that matters. What matters more is being the best. And that’s a long term concept.</strong></p>

<p>People tend to stay because there is a <em>widespread sense that you are expected</em> to stay.</p>

<p>A common feature of companies with lowest turnover is widespread retraining. When people need new skills to make a change, the company provided those skills. No job is a dead end.</p>

<p>Retraining helps to build the mentality of permanence that results in low turnover and strong sense of community.</p>

<h3 id="human-capital">Human capital</h3>

<p>An <em>expense</em> is money that gets used up. At the end of the month the money is gone.
An <em>investment</em>, on the other hand, is use of an asset to purchase another asset. The value has not been used up, but only converted from one form to another. When you treat an expenditure as an investment instead of an expense, you are <em>capitalizing</em> the expenditure.</p>

<h4 id="how-about-people">How about people?</h4>

<p>You send that same worker off to a training seminar. His salary and the seminar have been spent on something that is not “gone” at the end of the month. Whatever he has leaned persists in his head through the coming months. It’s an investment.</p>

<h4 id="assessing-the-investment-in-human-capital">Assessing the investment in human capital</h4>

<p>How much does your company have invested in you and your colleagues? When someone leaves your company, it will be the investment required to put up to speed the newcomer. Including how much it will cost to recover the past investment in skills and capabilities.</p>

<h4 id="playing-up-to-wall-street">Playing up to wall street</h4>

<blockquote>
  <p>The object of the exercise is upsizing, not downsizing.</p>
</blockquote>

<p>Companies that downsize are frankly admitting that their upper management has blown it. What’s conveniently forgotten is the investment in the people.</p>

<h2 id="growing-productive-teams">Growing productive teams</h2>

<p><strong>The challenge of the work is important, but not in and of itself; it is important because it gives us something to focus <em>together</em>.</strong> The challenge is the instrument for our coming together. Team interactions are everything.</p>

<h3 id="the-whole-is-greater-than-the-sum-of-the-parts">The whole is greater than the sum of the parts</h3>

<p>Common definition of success or any identifiable team spirit is a phenomenon we call <em>jell</em>.</p>

<h4 id="concept-of-a-jelled-team">Concept of a jelled team</h4>

<p>A group of people so strongly knit that the whole is greater than the sum of the parts.</p>

<p>Once a team begins to jell, the probability of success goes up dramatically. Almost unstoppable, a juggernaut for success. You spend most of your time just getting obstacles out of their way. They’ve got <em>momentum</em>.</p>

<h4 id="management-by-hysterical-optimism">Management by hysterical optimism</h4>

<p>Believing that workers will automatically accept organizational goals is the sign of naive managerial optimism.</p>

<h4 id="the-guns-of-navarone">The guns of Navarone</h4>

<p>Goals of corporations are always going to seem arbitrary to people. <strong>The goals in sports are always utterly arbitrary. But a lot of people get themselves very involved in the outcome. Their involvement is a function of the social units they belong to.</strong></p>

<p>There is very little true teamwork required in most of our work. But team are still important, for they serve as a device to get everyone pulling in the same direction.</p>

<blockquote>
  <p>The purpose of a team is not a goal attainment but goal alignment.</p>
</blockquote>

<h4 id="sign-of-a-jelled-team">Sign of a jelled team</h4>

<ul>
  <li>Low turnover, members aren’t going anywhere till the work is done.</li>
  <li>Strong sense of identity. Teams may congregate at lunch out at the same watering hole after work.</li>
  <li>Sense of eliteness. Team members fell they are part of something unique.</li>
  <li>Joint of ownership of the product. Participants are pleased to have their names grouped together on a product or part of one.</li>
  <li>Obvious enjoyment. Interactions are easy, confident and warm.</li>
</ul>

<h4 id="teams-and-cliques">Teams and cliques</h4>

<p>The jelled work group may be cocky and self-sufficient, irritating and exclusive, but it does more to serve the manager’s real goals than any assemblage of interchangeable parts could ever do.</p>

<h3 id="teamicide">Teamicide</h3>

<p>You can’t make teams jell. You can hope they will jell.</p>

<p>We should stop talking about <em>building</em> teams, and more of <em>growing</em> them.</p>

<h4 id="defensive-management">Defensive management</h4>

<p>You can’t protect yourself against your own people’s incompetence. If your staff isn’t up to the job at hand, you will fail. You should get new people. <strong>Once you’ve decided to go with a given group, your best tactic is to trust them.</strong> Any defensive measure taken to guarantee success will only make things worse. Let them make some mistakes. That doesn’t mean you can’t override a decision occasionally or give specific direction to the project.</p>

<p><strong>The right to be right is irrelevant; it’s only the right to be wrong that makes you free.</strong></p>

<h4 id="bureaucracy">Bureaucracy</h4>

<p>Just telling your people that the goal matters won’t be enough if you also have to tell them they should spend a third of their time pushing paper.</p>

<h4 id="physical-separation">Physical separation</h4>

<p>With physical separation there is no casual interaction. There is no group space, no immediate and constant reinforcement, no chance of a group culture forming.</p>

<p><strong>Physical separation of people who are expected to interact closely doesn’t make much sense.</strong></p>

<h4 id="fragmentation-of-time">Fragmentation of time</h4>

<blockquote>
  <p>People should be assigned to one and only one project at a time.</p>
</blockquote>

<p>Fragmentation is bad for team formation, but it’s also bad for efficiency. When trying to be part of four working groups, you’ll have four times as many interactions to track. You spend all the time changing hears. No one can be part of multiple jelled teams.</p>

<h4 id="the-quality-reduced-product">The quality reduced product</h4>

<p>The typical steps we take to deliver a product in less time result in lower quality.</p>

<p>Self-esteem and enjoyment are undermined by the necessity of building a product of clearly lower quality than what people are capable of.</p>

<p>An early casualty of quality reduction is team identification. Co-workers who are developing a shoddy product don’t even want to look each other in the eye.</p>

<h4 id="phony-deadlines">Phony deadlines</h4>

<p>Tight deadlines can be sometimes demotivating. There are certain cases where a tight but not impossible deadline can constitute an enjoyable challenge. What’s never going to help, however, is a <em>phony</em> deadline.</p>

<p>If you say the product absolutely has to be out the door by some arbitrary date, they will ask “why”?</p>

<h4 id="clique-control">Clique control</h4>

<p>Teams can’t be allowed to stay together for one job to another. Organizations take no specific steps to disband teams, but miss every opportunity to keep them together.</p>

<h4 id="those-damn-posters-and-plaques">Those damn posters and plaques</h4>

<p><em>Motivational accessories</em> are a triumph of form over substance. They seem to extol the importance of Quality, Leadership, Creativity, Teamwork, Loyalty, and a host of other organization virtues. But they do so in such simplistic terms as to send an entirely different message: <strong>Management here believes these virtues can be improved with posters rather than by hard work and managerial talent.</strong> The presence of the posters is a sure sign of the absence of hard work and talent.</p>

<h4 id="overtime-an-unanticipated-side-effect">Overtime: an unanticipated side effect</h4>

<p>Members of good teams are never uniform in any respect, certainly not in their abilities to “borrow” time from their personal lives.</p>

<p>If a team starts normalizing overtime, people who don’t share the pain will become, little by little, estranged from the others.</p>

<h4 id="competition">Competition</h4>

<p><strong>Internal competition has the direct effect of making coaching difficult or impossible.</strong> Coaching cannot take place if people don’t feel safe. In a suitably competitive atmosphere, you would be crazy to let anyone see you sitting down to be coached or you coaching someone else that may pass you by. Managerial actions that tend to produce teamicidal side effects:</p>

<ul>
  <li>Annual salary or merit reviews</li>
  <li>Management by objectives</li>
  <li>Praise of certain workers for extraordinary accomplishment</li>
  <li>Awards, prizes, bonuses tied to performance</li>
  <li>Performance measurement in almost any form</li>
</ul>

<p>Any action that rewards team members differentially is likely to foster competition. Managers need to take steps to decrease or counteract this effect.</p>

<h3 id="competition-1">Competition</h3>

<p>Internal competition in work team is fostered by managers with lack of time, respect, attention and affection for his or her own people.</p>

<h4 id="does-it-matter-the-importance-of-coaching">Does it matter? the importance of coaching</h4>

<p>Team members themselves provide most of the coaching. A well-knit team in action, you’ll see a basic hygienic act of peer-coaching that is going on all the time. Team members sit down in pairs to transfer knowledge.</p>

<p>Coaching is an important factor in successful team interaction.</p>

<p><strong>What matters is helping all parties understand that the success of the individual is tied irrevocably to the success of the whole.</strong></p>

<h3 id="a-spaghetti-dinner">A spaghetti dinner</h3>

<p>Your chances of jelling into a meaningful team are enhanced by your very first experience together.</p>

<p><strong>Good managers provider frequent easy opportunities for the team to succeed together.</strong> Tiny pilot subprojects, or demonstrations, or simulations, anything that gets the team quickly into the habit of succeeding together. The best success is the one in which there is no evident management. The best boss is the one who can manage this over and over without the team members knowing they’ve been “managed”.</p>

<h3 id="open-kimono">Open Kimono</h3>

<p>Some managers are pretty good at helping teams to jell. The characteristics of these team-oriented managers are.</p>

<h4 id="calling-in-well">Calling in well</h4>

<p>Managers of well workers are careful to respect autonomy, once granted. They’ve prepared to suffer the occasional setback, a direct result of failure by one of their people.</p>

<p><strong><em>Open Kimono</em> is the exact opposite of defensive management. You take no steps to defend yourself from the people you’ve put into positions of trust.</strong> A person you can’t trust with any autonomy is of no use to you.</p>

<blockquote>
  <p>The entire staff was assembled as our corporate lawyer handed Jerry the contract and told him to read it and sign on the last page. “I don’t read contracts” Jerry said, and started to sign. “Oh, wait a minute,” said the lawyer, “let me go over it one more time.”</p>
</blockquote>

<p>This was not the time to be defensive, it was time to assume and depend on the competence around him.</p>

<p>It is this kind of Open Kimono management that gives teams their best chance to form.</p>

<h4 id="the-getaway-ploy">The getaway ploy</h4>

<p>The most common means by which bosses defend themselves from their own people is direct oversight. Looking for incompetence about to happen.</p>

<p>If you’ve got decent people under you, there is probably nothing you can do to improve their chances of success more dramatically than to get yourself out their hair occasionally. An easily separable task is perfect opportunity. There is no real management required for such work. Send them away. Find a remote office.</p>

<p><strong>Visual supervision is a joke for development workers. Visual supervision is for prisoners.</strong></p>

<p>You may succeed someday in building a productive office environment. In the short run, use any excuse to get your people out.</p>

<h4 id="there-are-rules-and-we-do-break-them">There are rules and we do break them</h4>

<p><em>Skunkworks</em> (<em>insubordination</em>), management says no and the project goes anyway. People at all levels know whether some sensible insubordination is acceptable or not.</p>

<h4 id="who-is-in-charge-here">Who is in charge here?</h4>

<p>The best bosses take chances on their people. They do this only by exercising their <em>natural authority</em>. Between master craftsman and apprentice there is a bond of natural authority. <strong>An insecure need for obedience is the opposite of natural authority.</strong></p>

<p>Each of the workers is known to have some special area of expertise, and is trusted by all as a natural authority in that area.</p>

<h3 id="chemistry-for-team-formation">Chemistry for team formation</h3>

<p><em>Chemistry</em> is the optimal mix of competence and trust and mutual esteem and well-person sociology that provides perfect soil for the growth of jelled teams.</p>

<h4 id="the-cult-of-quality">The cult of quality</h4>

<p>Still-imperfect product is “good enough” is the death knell of a jelling team. <strong>This cult of quality is the strongest catalyst for team formation.</strong> It bind the team together because it sets its members apart from the rest of the world.</p>

<p><strong>Your marketplace, your product consumers, your clients, and your upper management are never going to make the case for high quality. Extraordinary quality doesn’t make good short-term economic sense. When team members develop a cult of quality, they always turn out something that’s better that what their market is asking for. They can do this, but only when protected from short-term economics. In the long run, this always pays off.</strong></p>

<h4 id="satisfying-closure">Satisfying closure</h4>

<p>The human creature needs reassurance from time to time that he or she is headed in the right direction. This is <em>closure</em>.</p>

<p>Team members need to get into the habit of succeeding together and liking it. It builds momentum.</p>

<p>The chemistry-building manager takes pains to divide the work into pieces and makes sure that each piece has some substantive demonstration of its own completion. Each new software version is an opportunity for closure.</p>

<h4 id="build-a-sense-of-eliteness">Build a sense of eliteness</h4>

<p>People require a sense of uniqueness to be at peace with themselves, and they need to be at peace with themselves to let the jelling process begin.</p>

<p><strong>The mediocre manager is too insecure to give up the trappings. The great manager knows that people can’t be controlled in any meaningful sense anyway.</strong> You give some control, or at least the illusion of control when it jells.</p>

<p><strong>Identity is an essential ingredient of a jelled team</strong>. The team needs to be unique in some sense, not in all senses.</p>

<h4 id="preserve-and-protect-successful-teams">Preserve and protect successful teams</h4>

<p>If a team does knit, don’t break it up. Give people the option to undertake another project together.</p>

<h4 id="provide-strategic-but-not-tactic-direction">Provide strategic but not tactic direction</h4>

<p>Teams are made of peers that function as equals. That’s why managers are usually not part of the teams they manage. On the best teams no one is the permanent leader, because that person would then cease to be a peer and the team interaction would begin to break down.</p>

<p><strong>The structure of a team is network, not hierarchy.</strong></p>

<h4 id="allow-and-encourage-heterogeneity">Allow and encourage heterogeneity</h4>

<p>A bit of heterogeneity can be an enormous aid to created a jelled team.</p>

<h2 id="fertile-soil">Fertile soil</h2>

<h3 id="the-self-healing-system">The self-healing system</h3>

<h4 id="deterministic-and-nondeterministic-systems">Deterministic and nondeterministic systems</h4>

<p>The reason that nondeterministic systems can often heal themselves painlessly is that the humans who make up the system have an easy familiarity with the underlying goals.</p>

<p><strong>Making systems deterministic will result in the loss of its ability to heal itself.</strong></p>

<h4 id="the-covert-meaning-of-methodology">The covert meaning of methodology</h4>

<p>Methodology is the fat book that specifies in detail exactly what steps to take at any time, regardless of who’s doing the work, regardless of where or when. People who write Methodology are smart, people who carry it out can be dumb.</p>

<p>Methodology makes all the decisions; the people make none. The organization becomes entirely deterministic. Workers can be proceeding operations that could be making no sense to them at all.</p>

<p>The difference between Methodology and methodology is that the small <em>m</em> methodology is a basic approach one takes to getting the job done. Big <em>M</em> Methodology is an attempt to centralize thinking.</p>

<h4 id="methodology-madness">Methodology madness</h4>

<p>Methodologies can do grievous work:</p>
<ul>
  <li>A morass of paperwork. Encouraging people to build documents instead of work.</li>
  <li>A paucity of methods. There are a very few competing methods for most of the work we do.</li>
  <li>An absence of responsibility. The fault is with the Methodology, not the people making the environment virtually responsibility-free.</li>
  <li>A general loss of motivation. Nothing could be more demotivating that management thinking workers are incompetent.</li>
</ul>

<h4 id="the-issue-of-malicious-compliance">The issue of malicious compliance</h4>

<p>Unworkable products and meaningless documentation.</p>

<h4 id="the-baby-and-the-bathwater">The baby and the bathwater</h4>

<p>Methodologies are not the only way to achieve convergence. Better ways:</p>
<ul>
  <li>Training</li>
  <li>Tools</li>
  <li>Peer review</li>
</ul>

<p>You can’t really declare something is standard until it has already become a de facto standard.</p>

<h4 id="the-high-tech-illusion-revisited">The high-tech illusion revisited</h4>

<p>The belief that what really matters is the technology. Even with best imaginable Methodology may only give a small improvement in the technology.</p>

<h3 id="dancing-with-risk">Dancing with risk</h3>

<h4 id="not-running-away-from-risk">Not running away from risk</h4>

<p>Project risk is a good thing. Projects that have real value but little or no risk were done ages ago. The ones that matter today are laden with risk.</p>

<h4 id="the-one-risk-we-almost-never-manage">The one risk we almost never manage</h4>

<p>The risk of our own failure. The real reason for risk management is not to make the risk go away, but to enable sensible mitigation should they occur.</p>

<p>It’s perfectly reasonable not to manage a risk for which the probability of occurrence is extremely low. It’s not reasonable to leave unmanaged the risk for which the consequences are “just to awful to think about”.</p>

<h3 id="meetings-monologues-and-conversations">Meetings, monologues and conversations</h3>

<p>Some organizations are so addicted to meetings that work has to take second place.</p>

<h4 id="the-technological-enhanced-meeting">The “technological enhanced” meeting</h4>

<p>Technology provides an escape for people from the pointlessness of what’s happening around them. What technology enhances is the dreadfulness of meetings.</p>

<h4 id="stand-up-meetings">Stand-up meetings</h4>

<p>They are fine if short, with a clear purpose and focus.</p>

<h4 id="basic-meeting-hygiene">Basic meeting hygiene</h4>

<p>Called to get something done might be called <em>working meeting</em>. Called to reach a decision. The people that need to agree should be invited. An agenda relevant to its purpose is essential. The meeting is done when a decision has been reached.</p>

<h4 id="ceremonies">Ceremonies</h4>

<p>A meeting that is ended by the clock is a <em>ceremony</em>. It’s all FYI. At any given moment, two people are involved, the other are nominally listening.</p>

<p>Conversations are a good thing. What’s not such a good thing is all the non-listeners locked in the room while the conversations take place.</p>

<p>A ceremony might be called to celebrate some accomplishment, to lay out a strategic change of direction, or to evaluate a project at its end.</p>

<h4 id="too-many-people">Too many people</h4>

<p>The cost of a meeting is directly proportional to the number attending.</p>

<h4 id="open-space-networking">Open-space networking</h4>

<p>Common for professional conferences or congress. The real value of the experience is in the interstices. An Open-Space conference is essentially all coffee break and lunch. The same idea can be useful in meeting planning.</p>

<h4 id="prescription-for-curing-a-meeting-addicted-organization">Prescription for curing a meeting-addicted organization</h4>

<p>Your goal should be to eliminate most ceremonial meetings and spend time in one-on-one conversation. <strong>Apply the “What ends this meeting”?</strong></p>

<h3 id="the-ultimate-management-sin-is">The ultimate management sin is…</h3>

<p>Wasting people’s time.</p>

<h4 id="status-meetings-are-about-status">Status meetings are about Status</h4>

<p>Any regular get-together is suspect as likely to have a ceremonial purpose rather than a focused goal of consensus. A status meeting is usually not for serving information to be boss, but for <em>reassurance</em>. To state that the boss is boss. Attendance is expected and hierarchy is being respected.</p>

<h4 id="early-overstaffing">Early overstaffing</h4>

<p>Projects begin with planning and design, activities that are best carried out by smallish team. For a two-year project, the bulk of the staff would not come on board until the project is six months to a year underway.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>PEOPLE
│                     ■■■■■  │
│                  ■■■░░░░░■■│
│                ■■░░░░░░░░░░│
│              ■■░░░░░░░░░░░░│
│   ■■■■■■■■■■■░░░░░░░░░░░░░░│
└──┬─────────────────────────┼──────── TIME
   BEGIN                     END


PEOPLE
│                  │  ■■■■■  │
│                  ■■■▒▒▒▒▒■■│
│                ■■│▒▒▒▒▒▒▒▒▒│  EFFORT THAT COULD
│              ■■░░│▒▒▒▒▒▒▒▒▒│  NOT BE APPLIED
│   ■■■■■■■■■■■░░░░│▒▒▒▒▒▒▒▒▒│
└──┬───────────────┼─────────┼──────── TIME
   BEGIN           IMPOSED DEADLINE


PEOPLE
│  │   ■■■■■■■■■■■■■
│  │  ■▒▒▒▒▒▒▒▒▒▒▒▒■ SAME EFFORT
│  │ ■▒▒▒▒▒▒▒▒▒▒▒■■│ APPLIED EARLIER
│  │ ■▒▒▒▒▒▒▒▒▒■■░░│
│  │■■■■■■■■■■■░░░░│
└──┼───────────────┼────────────────── TIME
   BEGIN           IMPOSED DEADLINE
</code></pre></div></div>

<p>Early added effort would just be wasted.</p>

<h4 id="fragmentation-again">Fragmentation again</h4>

<p><strong>Fragmenting any knowledge worker’s time over many different tasks assures that he or she will be thrust into two or more different work groups, none of which is likely to jell into a real team.</strong></p>

<p>It is guaranteed to waste the individual’s time. The worker will spend significant part of each day switching gears. This time is largely invisible.</p>

<p>Fragmentation is particularly injurious when two of the tasks involve qualitatively different kinds of work habits. The mix of a design task with a support task is sure to make progress virtually impossible. <strong>People who suffer from this problem are all too likely to blame themselves.</strong></p>

<h4 id="respecting-your-investment">Respecting your investment</h4>

<p>The human capital invested in your workforce also represents a ton of money. Wasting the time of that huge investment is money poured down the drain.</p>

<h3 id="evil-mail">E(vil) mail</h3>

<blockquote>
  <p>Yes, your e-mail In-box is full. Very impressive. But what is it full of?</p>
</blockquote>

<h4 id="in-days-of-yore">In days of yore</h4>

<p>We’re coordinating an order of magnitude more than we ever did before.</p>

<p>In a relationship over-functions, the others are sure to under-function. When you over-coordinate the people who work for you, they’re likely to under-coordinate their own efforts.</p>

<p><strong>A decent coach understands his or her job is not to coordinate interaction, but to help people learn to self-coordinate.</strong></p>

<h4 id="what-does-fyi-even-mean">What does “FYI” even mean?</h4>

<p><em>For your information</em>, but if you didn’t know it, of what value is the information?</p>

<h4 id="is-this-an-open-organization-or-a-commune">Is this an open organization or a commune?</h4>

<p>It’s nice people allow you to <em>pull</em> information from them about what they’re doing, but less nice if they <em>push</em> it on you.</p>

<h4 id="repeal-passive-consent">Repeal passive consent</h4>

<blockquote>
  <p>Silence gives consent.</p>
</blockquote>

<p>Spending hours each day reading through stuff that is of no value to you, just because you worry about your consent being taken for granted because your name is on the CC line.</p>

<p>An effective repeal, is to explicitly establish that only giving consent gives consent.</p>

<h4 id="building-spam-less-self-coordinating-organization">Building spam-less self-coordinating organization</h4>

<p>Start by stating in explicit terms that corporate spam is unwelcome.</p>

<p><strong>Each time you’re inclined to send a coordinating e-mail to a colleague think about what steps you have to make to coach that person to self-coordinate.</strong> Telling someone what to do is easy, while instilling self-coordinating abilities in that same person is much more complicated.</p>

<h3 id="making-change-possible">Making change possible</h3>

<blockquote>
  <p>People hate change.</p>
</blockquote>

<p>While you risk making enemies to those who have mastered the old ways forcing them back to the uncomfortable position of novice, you receive only minor support from those who would gain. <strong>Uncertainty is more compelling than the potential for gain.</strong></p>

<h4 id="thats-a-swell-idea-boss-ill-get-right-on-it">That’s a swell idea, boss. I’ll get right on it.</h4>

<p>Resistance-to-change continuum, resistance in increasing order:</p>

<ol>
  <li>Blindly loyal (ask no questions)</li>
  <li>Believers but questioners
  a. Skeptics (show me)
  b. Passive observers (what’s in it for me?)
  c. Opposed (fear of change)
  d. Opposed (fear of loss of power)</li>
  <li>Militantly opposed (will undermine and destroy)</li>
</ol>

<p>Blindly loyal: fairly powerless, and they will jump onto whatever appears hot. They will withdraw their support as quickly as they give it.</p>

<p>Believers but questioners are the only meaningful potential allies of any change. Blindly loyal and militantly opposed are the real enemies.</p>

<p>When we argue logically for change, one tactic is to contrast how the new world will be (good) compared to the current situation (bad). <strong>Never demean our old ways. Instead, <em>celebrate</em> the old as a way to help change happen.</strong> Any improvement involves change.</p>

<h4 id="a-better-model-of-change">A better model of change</h4>

<p>Naive model of how change happens</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>┌────────┐                      ┌────────┐
│ OLD    │                      │ NEW    │
│ STATUS ├─────────────────────→│ STATUS │
│ QUO    │          ↑           │ QUO    │
└────────┘     A BETTER IDEA    └────────┘
</code></pre></div></div>

<p>Satir’s change model</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>┌────────┐         ┌───────┐              ┌─────────────┐   ┌────────┐
│ OLD    │         │       │              │ PRACTICE    │   │ NEW    │
│ STATUS ├────────→│ CHAOS ├─────────────→│ AND         ├──→│ STATUS │
│ QUO    │    ↑    │       │       ↑      │ INTEGRATION │   │ QUO    │
└────────┘ FOREIGN └───────┘ TRANSFORMING └─────────────┘   └────────┘
           ELEMENT           IDEA
</code></pre></div></div>

<p>Change involves at least the four stages. Change happens upon the introduction of a foreign element: a catalyst for change.</p>

<p><strong>When you try to institute change, the first thing you hit is chaos.</strong> Suffering from the dip in the learning curve. It is frustrating and embarrassing to abandon approaches and methods you have long mastered only to become a novice again.</p>

<p>The transforming idea is something that people in Chaos can grab as offering hope that end of suffering is near. Structured huddle is sometimes the best medicine.</p>

<p>The practice and integration is not yet completely comfortable, but you perceive that the new is now beginning to pay off. You have reached the new status quo when what you changed to becomes what you do.</p>

<p>Chaos is an integral part of change. When you’re looking for it, your changes of dealing sensibly with it are much improved.</p>

<h4 id="safety-first">Safety first</h4>

<p>Change won’t even get started unless people feel safe, not to be demeaned or degrade for proposing change. Temporary loss of mastery is embarrassing enough.</p>

<p>Change only has a change of succeeding if failure is also okay.</p>

<h3 id="organizational-learning">Organizational learning</h3>

<p>Non-learners cannot expect to prosper for very long.</p>

<h4 id="experience-and-learning">Experience and learning</h4>

<blockquote>
  <p>Learning is limited by an organization’s ability to keep its people.</p>
</blockquote>

<p>When turnover is high, learning is unlikely to stick or can’t take place at all.</p>

<h4 id="the-key-question-about-organizational-learning">The key question about organizational learning</h4>

<p>The most natural learning center for most organizations is at the level of middle management. Learning organizations are always characterized by strong middle management.</p>

<h4 id="the-management-team">The management team</h4>

<p>Another ingredient required is that middle managers must communicate with each other and learn to work together in effective harmony.</p>

<h4 id="danger-in-white-space">Danger in white space</h4>

<p>If middle managers can act together as the redesigners of the organization, then the benefits of learning are likely to be realized.</p>

<h3 id="the-making-of-community">The making of community</h3>

<p>What great managers do best is <strong>making of community</strong>. A need for community is something that is built right into the human firmware.</p>

<p>We have strong need for community. Towns no longer satisfy this need. The workplace is where we have our best change of finding a community.</p>

<h4 id="digression-of-corporate-politics">Digression of corporate politics</h4>

<p>Community doesn’t just happen. It has to be made.</p>

<p><strong>The science of making communities, making them healthy and satisfying for all is called politics.</strong></p>

<p>Refusing to be a political in the Aristotelian sense, is an abnegation of the manager’s real responsibility.</p>

<h4 id="why-it-matters">Why it matters</h4>

<p>Satisfying community tends to keep its people. When people leave they tend to time their departures to minimally inconvenience the community. This means that workers are unlikely to leave during the project.</p>

<h2 id="its-supposed-to-be-fun-to-work-here">It’s supposed to be fun to work here</h2>

<p>Work should be fun.</p>

<h3 id="chaos-and-order">Chaos and order</h3>

<p>Without chaos, we’d be bored to tears. Managers tend to be greedy. The manager’s job in this approach is to break it up and parcel it out. The people down below get to have the real fun of putting things shipshape.</p>

<h4 id="progress-is-our-most-important-problem">Progress is our most important problem</h4>

<p>Nostalgic fondness for the days when everything wasn’t so awfully mechanical. Progress toward more orderly, controllable methods is an unstoppable trend. The thoughtful manager feel a need to replace some of the lost disorder with a policy of <em>constructive reintroduction of small amounts of disorder</em> with:</p>

<ul>
  <li>Pilot projects</li>
  <li>War games</li>
  <li>Brainstorming</li>
  <li>Provocative training experiences</li>
  <li>Trainings, trips, conferences, celebrations, and retreats</li>
</ul>

<h4 id="pilot-projects">Pilot projects</h4>

<p>Try some new and unproven technique. The Hawthorne Effect will boost in energy and interest.</p>

<p>Projects that try out any modified approach, tend toward higher-than-average net productivity.</p>

<p>One caveat about pilot projects: Don’t experiment with more than one aspect of development technology on any given project.</p>

<h4 id="war-games">War games</h4>

<p>It can be an enjoyable experience to try your hand at set of tailored problems, and to be able to compare your performance to statistical performance profile of your peers. Game results won’t be used against you, security and confidentiality should be guaranteed.</p>

<p>War games help you evaluate your relative strengths and weaknesses and help the organization to observe its global strengths and weaknesses.</p>

<h4 id="brainstorming">Brainstorming</h4>

<p>Structured interactive session, specifically targeted on creative insight. People get together to focus on a relevant problem. Strive for quantity of ideas, not quality. Discourage negative comments.</p>

<h4 id="training-trips-conferences-celebrations-and-retreats">Training, trips, conferences, celebrations and retreats</h4>

<p>Combining travel with their peers and one-of-a-kind experience. Better if the travel is to somewhere exotic.</p>

<p>When a team is forming, it makes good business sense to fight for travel money to get team members out of the office together.</p>

<h3 id="free-electrons">Free electrons</h3>

<p>The mark of the best manager is an ability to single out the few key spirits who have the proper mix of perspective and maturity and then turn them loose. Their own direction is more unerringly in the best interest of the organization than any direction might come down from above. It’s time to get out of their way.</p>

<p><strong>Sociology matters more than technology or even money. It’s supposed to be productive, satisfying fun to work. If it isn’t, then there’s nothing else worth concentrating on.</strong></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 9822 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Personal Kanban - Mapping Work, Navigating Life</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/personal-kanban"/>
    <id>/personal-kanban</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#introduction">Introduction</a></li>
  <li><a href="#the-basics-of-personal-kanban">The basics of Personal Kanban</a></li>
  <li><a href="#building-your-first-personal-kanban">Building your first Personal Kanban</a></li>
  <li><a href="#my-time-management-is-in-the-league-with-the-freeway">My time management is in the league with the freeway</a></li>
  <li><a href="#natural-flows">Natural flows</a></li>
  <li><a href="#components-of-a-quality-life">Components of a quality life</a></li>
  <li><a href="#ending-our-priorities">Ending our priorities</a></li>
  <li><a href="#strive-for-improvement">Strive for improvement</a></li>
  <li><a href="#endgame">Endgame</a></li>
  <li><a href="#appendix-personal-kanban-design-patterns">Appendix: Personal Kanban design patterns</a></li>
</ul>

<h2 id="introduction">Introduction</h2>

<p>We cannot make informed decisions or create a quality product without first understanding <em>why</em> are we doing what we are doing. Lack of context creates waste, resulting in long work days, poor planning, and the inability to keep commitments outside the office.</p>

<p>Tools should give you control and not take anything.</p>

<h2 id="the-basics-of-personal-kanban">The basics of Personal Kanban</h2>

<p>You need a way to actually <em>see</em> the tasks you’re expected to perform so you can do the right work at the right time. Personal Kanban is a visual representation of work that makes the conceptual tangible. It shows what needs to be done, what is complete, what is being delayed, and what is going on at this precise moment.</p>

<p>Visualisation tools:</p>

<ul>
  <li><strong>Lists</strong>: Offer zero context for work, allow no reorganisation or repriorisation, and obscure vital priorities beneath piles of marginally useful work.</li>
  <li><strong>Mind map</strong>: It’s an improvement versus lists. It doesn’t help to complete tasks or distinguish between work shared by multiple people. Its greatest limitation is that the information conveyed is not obvious.</li>
  <li><strong>Kanban</strong>: It works great for software development. Its focus on team work increases productivity and effectiveness. It shows the flow of work, limit the work-in-progress, and it captures all tasks, not just those directly related to software production. It is flexible enough to relate extremely variable or even chaotic workload.</li>
</ul>

<h3 id="rules">Rules</h3>

<ol>
  <li><strong>Visualise your work</strong>. It’s challenging to understand what we can’t see. When we see work in its various contexts, real trade-offs become explicit. We now have a physical record of all those demands on our time. This allow us to make better decisions.</li>
  <li><strong>Limit your work-in-progress (WIP)</strong>. We cannot do more than we are capable of doing. This seems obvious, but it’s not. Our capacity for work is limited by a host of factors including the amount of time we have, the predictability of the task at hand, our level of experience with the task type, our energy level, the amount of work we currently we have in progress. Limiting our WIP allows us the time to focus, work quickly, react calmly to change, and do a thoughtful job.</li>
</ol>

<p>With Personal Kanban, principles take precedence over process. Process should change with context.</p>

<p>When we see the landscape of our work, we identify better courses of action because have clarity.</p>

<h3 id="why-call-it-personal-kanban">Why call it Personal Kanban</h3>

<p>Personal Kanban tracks items of importance to the individual: tasks, appointments, small projects (<em>work</em>).</p>

<p>Organisational Kanban tracks items of value to the organisation. The goal is to understand the predictable and repeatable process of creating something. It focuses on standard work products, organisational efficiencies, and waste reduction.</p>

<p>People are less predictable than organisations. We want to understand the nature of our work, but not force it. Innovation relies on inspiration through exploration and experimentation.</p>

<p>Lean is both a philosophy and a discipline which, at its core, increases access to information to ensure responsible decision making in the service of creating value.</p>

<p><em><strong>Kaizen</strong></em> is a state of continuous improvement where people naturally look for ways to improve poorly performing practices.</p>

<p>When we visualise our work, we adopt a kaizen mindset; we are weaned from the comfort of complacency and actively seek out opportunities for improvement.</p>

<h3 id="why-it-works">Why it works</h3>

<p>When we are able to represent each of our tasks, it becomes tangible. Touching, feeling physically interacting with our tasks transforms work-as-a-concept into work-as-a-concrete-experience. Each time we move a sticky note, we receive kinaesthetic feedback: the tactile action is both a data point and a reward. A regular succession of these movements creates a cadence, a rhythm of work.</p>

<blockquote>
  <p>Good leaders provide enough management oversight to give a clear and coherent idea of vision and purpose, but not to the extent that they micromanage. They ensure employees have the information they need to make good decisions, and then step back to let the good decisions happen.</p>
</blockquote>

<h2 id="building-your-first-personal-kanban">Building your first Personal Kanban</h2>

<h3 id="step-one-get-your-stuff-ready">Step one: get your stuff ready</h3>

<blockquote>
  <p>I’ve never drawn the same kanban twice</p>
</blockquote>

<p>The more you use your Personal Kanban, the more you’ll need to tailor it to the situation at hand.</p>

<h3 id="step-two-establish-your-value-stream">Step two: establish your value stream</h3>

<p>Value Stream: The flow of work from beginning to completion</p>

<p>The most simple value stream is <strong>READY</strong> (working waiting to be processed), <strong>DOING</strong> (work-in-progress), and <strong>DONE</strong> (completed work).</p>

<h3 id="step-three-establish-your-backlog">Step three: establish your backlog</h3>

<p>Backlog: Work you have yet to do.</p>

<p>When <em>there is way too much work</em>, overcoming denial, acknowledging the pain, and accepting it needs addressing are stages necessary in understanding our work.</p>

<p>Lay out the backlog sticky notes next to your board. Decide which tasks need to be completed first and pull them into your <strong>READY</strong> column.</p>

<h3 id="step-four-establish-your-wip-limit">Step four: establish your WIP limit</h3>

<p>WIP limit: the amount of work you can handle at any given time.</p>

<p>The human brain needs closure (Zeigarnik Effect). Unfinished tasks vie for our attention, causing intrusive thoughts that ultimately impede productivity and increase the opportunity for error creating an anxiety feedback loop. Becoming psychologically or physically debilitating.</p>

<p>Once you move a sticky note to DONE you know your work is done and you can focus on finishing the next task. Working like this is fulfilling.</p>

<p>The close you get to reaching your capacity, the more stress taxes your brain’s resources, and impacts your performance.</p>

<p><strong>Research consistently shows we cannot reach our maximum effectiveness while multitasking. Instead, maximum effectiveness results when we limit our WIP and focus on the task before us.</strong></p>

<p>Start by setting an arbitrary WIP limit. Add this number to your DOING column. Expect that number to change.</p>

<h3 id="step-five-begin-to-pull">Step five: begin to pull</h3>

<p>Pull: To bring a task into DOING you have capacity for it.</p>

<p>Each time you pull a task from READ into DOING you’re prioritising based on your current context. Pull no more than your WIP limit.</p>

<p>The physical act of moving sticky notes to change their status satisfies our brain’s need for closure.</p>

<p>We pull work into DOING only when we have room to accommodate it. Pulling is a wilful act. This is different from “pushing” where people tell you what to do do and when to do it, regardless of whether you have capacity for it or if it is really the highest priority task at the time.</p>

<h3 id="step-six-reflect">Step six: reflect</h3>

<p>From time to time, reflect on the tasks that have been done:</p>

<ul>
  <li>Which tasks did you do particularly well?</li>
  <li>Which tasks made you feel good about yourself?</li>
  <li>Which tasks were difficult to complete?</li>
  <li>Were the right tasks completed at the right time?</li>
  <li>Did the tasks completed provide value?</li>
</ul>

<p>Then ask yourself <em>Why</em>?</p>

<p>This is what we call a “retrospective”.</p>

<h3 id="kanban-boosters">Kanban boosters</h3>

<p>Every time your personal work involves another person or something happens outside your control, make sure it is reflected on your board. These are the stages where delay and waste can be injected. When work stagnates, is know as a “bottleneck”. You want to be able to visualise these points.</p>

<h4 id="today">Today</h4>

<p>The TODAY column is where you pull tasks you expect to accomplish today. We rarely get to tackle or finish everything we set out to do.</p>

<p>The TODAY column shows us the difference between what we want to do each day and what we can actually achieve.</p>

<h2 id="my-time-management-is-in-the-league-with-the-freeway">My time management is in the league with the freeway</h2>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Capacity: How much stuff will fit
Throughput: How much stuff will flow
</code></pre></div></div>

<p>A freeway ranges between 0 and 100% capacity; it can be anywhere from totally empty to completely filled with vehicles. But the freeway doesn’t optimise for capacity, it optimises for throughput. Capacity is a spatial relationship, while throughput is a flow relationship.</p>

<p>Like traffic, work does not fit. Work flows.</p>

<p>When we don’t acknowledge or respect our work’s flow we fall prey to multitasking. We rush through one thing to get next, striving for quantity (productivity) when we know quality (effectiveness) will surely suffer.</p>

<p>A 2009 <a href="https://news.stanford.edu/news/2009/august24/multitask-research-study-082409.html">Stanford University study</a> dispels the myth that multitaskers have mental edge over those who focus on a single task, ultimately deeming multitasking counterproductive. High multitaskers optimise for capacity not for throughput.</p>

<p>We want <em>throughput</em>. Throughput is a flowbased system. It measures success by the amount of quality work flowing from READY to DONE over time, not just the volume of work. The rate which work moves from READY to DONE is our throughput.</p>

<blockquote>
  <h3 id="in-four-years-ill-send-julie-to-university">In four years I’ll send Julie to university</h3>

  <p>How?
Personally and professionally, we often get stuck in “analysis paralysis”. We overcomplicate our situation painstakingly planning to the minutest detail, details that in the beginning we have limited insight into. <strong>We allow the planning phase to stall the action phase.</strong>
Carl needs to come up with a few steps he can take immediately. He takes those sticky notes and populates his READY column with them. In his brain immediately understands hat progress is being made towards his goal. He doesn’t worry he didn’t solve every issue on the first day, he’s accepted that we never solve every issue.</p>
</blockquote>

<h3 id="to-do-lists-spawns-of-the-devil">To-do lists: spawns of the devil</h3>

<p>These are the embodiment of evil. They torment us, controlling what we do, highlighting we haven’t. We need context, something to-do lists don’t provide. There is no flow from one action to the next, no suspense and ultimately, no reward.</p>

<p><strong>Thoughtful prioritisation and completion beats rigorous up-front planning.</strong></p>

<h2 id="natural-flows">Natural flows</h2>

<h3 id="flow-works-natural-movement">Flow: work’s natural movement</h3>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Flow: The natural progress of work
Cadence: The predictable and regular elements of work
Slack: The gaps between work that make flow possible
</code></pre></div></div>

<p>Observing a specific event is often less informative than observing a stream of events. It is precisely this flow which give us context, and that context leads to clarity.</p>

<h3 id="slack-avoiding-too-many-notes">Slack: avoiding too many notes</h3>

<p>Consider what makes a roadway flow. It’s the balance between cars and open space that give us flowing traffic.</p>

<p>That open space is called “slack”. We need slack in our workflow, we need space to adjust.</p>

<p>Pull too many sticky notes into your TODAY column and the overload will make you less responsive.</p>

<h3 id="pull-vs-push">Pull vs Push</h3>

<p>Pull is essential for stability and sustainability. The more a system relies to force action, the less sustainable it becomes.</p>

<p>Push systems tend to cause bottlenecks by ignoring natural capacity. Work is released downstream whether or not the worker has the capacity to process it. Capacity problems are discovered after the fact, works begins to pile up and, as it grows, can easily escalate into an emergency.</p>

<p>In a pull system people take work only when they have the capacity to do so.</p>

<p>Pushing tends to be a blind act; the initiator has little idea of the terrain situated before him.</p>

<p>Pulling is a rational act. The initiator is familiar with the terrain that lies ahead, and can gauge the amount of room in which to manoeuvre.</p>

<p>When you reach into your backlog and pull a task READY into DOING, you’re making a conscious choice based on the room you have in your WIP.</p>

<p><strong>Pull when you can, be pushed when you must.</strong></p>

<h2 id="components-of-a-quality-life">Components of a quality life</h2>

<h3 id="metacognition-a-cure-for-the-common-wisdom">Metacognition: a cure for the common wisdom</h3>

<p><strong>We obsess over getting <em>stuff</em> done, rather than getting the <em>right stuff</em> done, and at the <em>right time</em>. We focus so intently on task completion that we lose sight of the work we’re engaged in.</strong></p>

<p>Focusing on productivity is myopic. Effectiveness is our goal, and for that we need clarity. Clarity is not just understanding what we’re doing, it’s <strong>why</strong> and <strong>how</strong> we’re doing it.</p>

<h3 id="productivity-efficiency-and-effectiveness">Productivity, efficiency and effectiveness</h3>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Productivity: You get a lot of work done, but is it the right work?
Efficiency: Your work is easily done, but is it focused for maximum effect?
Effectiveness: You get the right work done ad the right time... this time. Is this process repeatable?
</code></pre></div></div>

<p>Productivity should not be the ultimate measure of human potential.</p>

<p>Personal Kanban is:</p>

<ul>
  <li>A productivity tool: limiting our WIP helps us accomplish more.</li>
  <li>An efficiency tool: focusing on our value stream encourages us to find ways to do more while expending less effort.</li>
  <li>An effectiveness tool: making our options explicit leads us to make informed decisions.</li>
</ul>

<p><strong>To feel truly successful, fulfilled, or self-actualised, we need to feel pride in our work.</strong></p>

<h2 id="ending-our-priorities">Ending our priorities</h2>

<p>In the absence of a visual control, we don’t estimate, we guess. Many of us consider ourselves experts in our craft and so we estimate based on our memory. Educated guesswork is no substitute for thoughtful observation.</p>

<p>According to the book “Predictably Irrational”, Dr. Ariely hypothesises that deadlines are the best cure for procrastination. Deadlines are a proxy for clarity.</p>

<h3 id="smaller-faster-better-controlling-task-size-and-limiting-wip">Smaller, faster, better: controlling task size and limiting WIP</h3>

<p>Making tasks smaller isn’t enough. We should focus on limiting WIP and completing tasks first, and make task size reduction a secondary concern.</p>

<p>Planning should occur with minimal waste; it shouldn’t become overhead.</p>

<h3 id="prioritisation-in-theory-and-practice">Prioritisation in theory and practice</h3>

<p>Some options have undeniable immediate value, there are others we should exercise for long-term effectiveness. With an eye for both short-term and long-term effectiveness, we avoid the traps of unchecked productivity planning.</p>

<h4 id="urgent-and-important">Urgent and important</h4>

<p>Tasks whose status escalates into Urgent and Important should be flagged for a retrospective. Our focus should be on avoiding emergencies, not reacting to them.</p>

<h4 id="important-but-not-urgent">Important but not urgent</h4>

<p>Quality-related tasks, the time and effort you spend here is an investment in future quality. These tasks provide future rather than immediate results. This quadrant is the antidote for panic.</p>

<h4 id="urgent-but-not-important">Urgent but not important</h4>

<p>This is the quadrant of social investment.</p>

<h4 id="not-urgent-and-not-important">Not urgent and not important</h4>

<p>This quadrant can be of assumed wast, or it can be one for actions you find pleasant (pleasant is good!). Here is where experimentation occurs, where we find new options. In the other three quadrants you will find work; here you will find inspiration.</p>

<p>All four type of tasks are integral to a balanced life.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>PRIORITY 1 | PRIORITY 2 | PRIORITY 3 | TODAY | DOING | DONE
-----------|------------|------------|-------|-------|-----
           |            |            |       |       |
</code></pre></div></div>

<p>The priority filter provides you with a deep visual distillation high priority tasks in your backlog.</p>

<p>You can use colour and shape for cards. These things are deceptively simple yet robust ways to differentiate between tasks, projects, collaborators, or priority.</p>

<h3 id="expert-metrics-in-peronal-kanban">Expert: metrics in Peronal Kanban</h3>

<p>Metrics should reflect our context, revealing the difference between expected and actual progress.</p>

<p>Situational knowledge is seeing the road, metrics are the gas gauge.</p>

<p>Metrics gathered but not used are waste, so choose them with care.</p>

<p>Note: Don’t fall prey to “metric-blindless” where you rely too heavily on metrics without having good situational knowledge.</p>

<h4 id="metric-one-your-gut">Metric One: your gut</h4>

<p>Our intuition can tell us when something needs to be improved. These impulses are what we base our hypothesis on.</p>

<h4 id="metric-two-the-process-laboratory">Metric two: the process laboratory</h4>

<p>We can introduce columns to visualise certain hypotheses about our successes or failures.</p>

<blockquote>
  <p>By visualising Reginald’s actions, his impact on the team is made obvious: Tasks are stalled three days on average by that guy’s obsessive need to focus.</p>
</blockquote>

<h4 id="metric-three-the-subjective-well-being-box">Metric three: the subjective well being box</h4>

<blockquote>
  <p>Doing things you don’t enjoy reduces your effectiveness.</p>
</blockquote>

<p>Which brings us to an easy metric: the Subjective Well-Being Box (SWB).</p>

<p>The SWB helps us identify what exactly impacts our mood so that we can begin to optimise for “pretty good”, “good” or even “great”. It also lets us put into perspective onerous tasks we simply don’t like doing.</p>

<p>When you complete a task and it moves you to an extreme, annotate it as a positive or negative experience, and why in the SWB.</p>

<p>Don’t discard the contents of your SWB until you begin to recognise patterns. When you do, consider:</p>

<ul>
  <li>When to refuse work.</li>
  <li>When to delegate work.</li>
  <li>What changes can help ensure success.</li>
  <li>Which processes you might want to recreate.</li>
  <li>What your career options really are.</li>
  <li>How to balance family, career, recreation and personal development.</li>
</ul>

<h4 id="metric-four-time">Metric four: time</h4>

<p>If you want to get all statistical. When you create a sticky note, include the date of creation (Born), the date you pull it into READY (Begin), the date you began working on it (WIP), and when you are finished, the date you pull it into DONE (Done).</p>

<p>Lead time is the time it takes a task to travel from your backlog to completion. Cycle time is the time it takes to travel from READY to DONE.</p>

<h2 id="strive-for-improvement">Strive for improvement</h2>

<p>Everyone can excel with clarity, everyone can provide value.</p>

<p>A need is only truly met if there is clarity around it. The need for shelter is fulfilled only if there is a sense of stability around it, when there is an assurance it won’t be taken away.</p>

<p>When a need is secured we’re better equipped to explore additional needs.</p>

<p>We progress towards actualisation when we adopt a mindset that minimises fear and embraces growth.</p>

<h3 id="course-corrections-the-reality-of-reprioritisation">Course corrections: the reality of reprioritisation</h3>

<p>Making course corrections while there’re still small ensure success with the least degree of disruption.</p>

<p>Projects are seldom precise. Deviation from the original plan is inevitable and frequent small adjustments are unavoidable. We instinctively course correct all the time.</p>

<h3 id="the-bedrock-of-introspection">The bedrock of introspection</h3>

<p>At the moment we make them, pragmatic decisions and emotional decisions are often indistinguishable. We need to revisit our decisions after the fact, do we understand the motivation?</p>

<p>That’s where introspection comes in. When we’re introspective, we observe our thought processes to understand the reasoning behind our decisions.</p>

<h3 id="retrospectives">Retrospectives</h3>

<p>Retrospectives are regular and ritualised moments of collective reflection. Retrospectives allow a team to pause and consider what went well with their project, what didn’t go as expected, and what could be improved going forward.</p>

<p>Can take place at whatever intervals you’re comfortable with, the more frequent, the fresher things are in your mind. It’s an opportunity to recognise accomplishments (celebration), bemoan setbacks (catharsis), and re-orient a project for future action (kaizen event).</p>

<p>It’s helpful to feature a RETROSPECTIVE column as the final column of your Personal Kanban.</p>

<p>At the beginning or tend of each week hold a restrospective and quickly examine completed tasks. Don’t pass up opportunities to address issues before they escalate.</p>

<h3 id="solving-problems-at-their-source">Solving problems at their source</h3>

<p>When things go wrong, our first line of defence is to identify who or what appears to be responsible.</p>

<h4 id="pattern-matching-as-a-foundation-for-problem-solving">Pattern matching as a foundation for problem solving</h4>

<p>Connecting the dots allows us to interpret and make assumptions about our environment.</p>

<p>Visualising tasks and engaging with them physically and cognitively allows us to comprehend patterns in our work.</p>

<p>Opportunities for improvement usually arise when a change in pattern is detected. Poorly performing patterns are often merely symptoms of an underlying problem.</p>

<p>Two simplest ways to analyse where to improve:</p>

<ul>
  <li><strong>The Five Whys</strong>: Problems often have nested causes. Repeat “why” five times to every matter, until you arrive at something with real context. Stopping after the first <em>Why?</em> confuses the symptom with the cause. Drilling down the heart of the matter exposes an actionable reason for the event.</li>
  <li><strong>The Socratic Method</strong>: You question your own assumptions, stripping away confounding information to reveal the truth embedded in your position. Critical self-enquiry – playing your own devil’s advocate – requires both patience and honesty, but is essential in the quest for improvement.</li>
</ul>

<h2 id="endgame">Endgame</h2>

<blockquote>
  <p>Visualise your work. Limit your work-in-progress</p>
</blockquote>

<p>Visualising our work helps us appropriately channel our efforts by no letting us hide unattractive tasks in the recesses of our minds.</p>

<p>Work unseen is work uncontrolled and we can’t (and shouldn’t) do more work than we can handle.</p>

<h2 id="appendix-personal-kanban-design-patterns">Appendix: Personal Kanban design patterns</h2>

<h3 id="sequestering-approach-dealing-with-repetitive-tasks">Sequestering approach: dealing with repetitive tasks</h3>

<p>The Sequestering Approach is specifically designed to deal with repetitive tasks in an elegant way. Repetitive tasks can clutter your Kanban and create wasteful overhead. Consider giving repetitive tasks their own visualisation and WIP treatment. Sequester them in a dedicated area of your Kanban. When a task is complete, simply check that day’s box.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>┌───────┬───────────┬──────┐
│ READY │ DOING (3) │ DONE │
├───────┼───────────┼──────┤
│       │           │      │
·       ·           ·      ·
┌─────────────────────────────────────────┐
│ RECURRING TASKS                         │
├──────────┬─────────┬──────┬──────┬──────┤
│ ITEM     │ REPEAT  │ LAST │ NEXT │ DONE │
├──────────┼─────────┼──────┼──────┼──────┤
│ STANDUP  │ DAILY   │  ──  │  ──  │  X   │
│ MEETING  │ MONTHLY │ 6/15 │ 7/15 │  X   │
│ CHECK IN │ MONTHLY │ 6/20 │ 7/20 │      │
·          ·         ·      ·      ·      ·
</code></pre></div></div>

<h3 id="emergency-response-approach-taming-unexpected-workloads">Emergency response approach: taming unexpected workloads</h3>

<p>In an emergency response situation, you simply don’t have time to fully complete each task before starting a new one, and tracking individual sub-tasks is a waste of your time.</p>

<p>This is multitasking by necessity, but it’s <em>controlled</em> multitasking.</p>

<p>The value stream for emergency response approach shows:</p>

<ul>
  <li><strong>BEGUN</strong>: Begun to work in the task</li>
  <li><strong>ASSEMBLING</strong>: Gathering paperwork or other requirements</li>
  <li><strong>ASSEMBLED</strong>: Requirements are complete</li>
  <li><strong>ACTIVE</strong>: If you are waiting someone else to act</li>
  <li><strong>COMPLETE</strong>: If it’s complete</li>
</ul>

<p>It might be useful to include a NOTES column.</p>

<h3 id="time-capsule-approach">Time capsule approach</h3>

<p>We invariably amass a lot of small tasks that are important but not urgent. These tasks may start out benign, but the longer we put them off the more likely they’ll spiral into crisis.</p>

<p>All those little tasks pull them off the board, go to your desk, and start doing them until they’re done or your day is over. This is a speed tasking exercise.</p>

<p>If you find yourself de-cluttering more than once a month, then it’s likely you are overcommitting yourself.</p>

<h3 id="balanced-throughput-approach">Balanced throughput approach</h3>

<p>Give a WIP limit of three small tasks to get done quickly, then a WIP limit of two larger tasks to do later.</p>

<p>Don’t move completed tasks off your board until the end of the day or until all five tasks (large and small) are complete. If you replace them, you aren’t actually balancing your throughput.</p>

<h3 id="personal-kanban-and-pomodoro">Personal Kanban and Pomodoro</h3>

<p>Pomodoro Technique is useful when complete immersion is the only way to get a task out of WIP.</p>

<p>Pomodoro is a perfect complement to Personal Kanban, helping you process your WIP in 25 minute bursts.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 3787 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The Phoenix Project - DevOps Transformation Guide</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/phoenix-project"/>
    <id>/phoenix-project</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#about-the-story">About the story</a></li>
  <li><a href="#about-devops">About DevOps</a></li>
  <li><a href="#the-three-ways">The three ways</a></li>
  <li><a href="#the-four-types-of-work">The four types of work</a></li>
</ul>

<p><em>The Phoenix Project</em> frames how a core, chronic conflict between Development and IT Operations preordains failure for the entire IT organisation.</p>

<h2 id="about-the-story">About the story</h2>

<h3 id="change-definition">Change definition</h3>

<p>A “change” is any activity that is physical, logical, or virtual to applications, databases, operating systems, networks, or hardware that could impact services being delivered.</p>

<h3 id="bottlenecks">Bottlenecks</h3>

<p>Work shouldn’t be released based on the availability of the first station. Instead, it should be based on the tempo on how quickly the bottleneck resource can consume the work.</p>

<p>On the <em>Theory of Constraints</em>, any improvements made <em>anywhere besides the bottleneck</em> are an illusion. Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory pilling up at the bottleneck.</p>

<h3 id="indispensable-people">Indispensable people</h3>

<p>Maybe some part of them are reluctant to share the knowledge they have. So they made themselves virtually impossible to replace.</p>

<p>Indispensable people work as constraints to the business. Every time you let these people fix something that nobody else can replicate, these people get smarter and the entire system gets dumber.</p>

<p>A possible solution is to isolate these profiles and have a pool of people to work on the same problems and be the only ones accessing the indispensable with supervision of managers.</p>

<blockquote>
  <p>It’s not the upfront capital that kills you, it’s the operations and maintenance on the back end.</p>
</blockquote>

<h3 id="the-goal">The goal</h3>

<p>In most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint or the bottleneck.</p>

<p>Focusing steps:</p>

<ol>
  <li><strong>Identify the constraint.</strong> Any improvement not made at the constraint is just an illusion.</li>
  <li><strong>Exploit the constraint.</strong> Make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything.</li>
  <li><strong>Subordinate the constraint.</strong> In the <em>Theory of Constraints</em>, this is typically implemented by the Drum-Buffer-Rope. The slowest Boy Scout in the troop, actually dictates the entire group’s marching pace. So you move the the slowest boy to the front of the line to prevent kids from going too far ahead. In a plant, you should release work in accordance to the rate it could be consumed by the bottleneck. Using a <em>Kanban</em> board to release work and control <em>work in progress</em> for Development and IT Operations might help.</li>
</ol>

<h3 id="outcomes">Outcomes</h3>

<p>Being able to take needless work out of the system is more important than being able to put more work into the system. You need to know what matters to the achievement of the business objectives.</p>

<p><strong>Outcomes are what matter, not the process, not the controls or what work you complete.</strong></p>

<h3 id="team-dynamics">Team dynamics</h3>

<p>A great team doesn’t mean that they had the smartest people. What made those teams great is that everyone trusted one another. The book <em>Five Dysfunctions of a Team</em> shows that in order to have mutual trust, you need to be vulnerable.</p>

<p>IT is not just a department. IT is a competency that we need to gain as an entire company. People need to reforge into great teams where all can trust one another in order to succeed.</p>

<h3 id="unplanned-work">Unplanned work</h3>

<p>Being always scrambling, having to take shortcuts, leading to fragile applications in production to end into more unplanned work and firefighting is the the consequence of <em>Technical Debt</em> not being paid down.</p>

<p><em>Technical Debt</em> comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organisation doesn’t pay down its technical debt, every calorie in the organisation can be spent just paying interest, in the form of unplanned work.</p>

<p>Unplanned is very expensive because unplanned work comes at the expense of planned work.</p>

<p>Technical debt will ensure that the only work that gets done is unplanned work.</p>

<p>Unplanned work has another side effect. When you spend all your time firefighting, there’s little time or energy left for planning. When you do is react, there’s not enough time to do the hard mental work of figuring out wether you can accept new work.</p>

<p>Leadership needs to say <em>no</em>. Companies cannot afford to have their leadership teams to be order takers. Leaders are paid to think, not just do.</p>

<h3 id="prioritising">Prioritising</h3>

<p>Prioritising better is not going to fix the problem. You need to think about the constraints. The goal is to increase throughput of the entire system, not just increase the number of tasks being done.</p>

<p>In the case of competing priorities, you freeze the rest, no multitasking allowed unless you control all your constraints and you are actually able to parallelise.</p>

<h3 id="capacity-and-demand">Capacity and demand</h3>

<p>Gathering prerequisites of what you need before you can complete work allows you to build a bill of resources. A bill of materials along with the list of the required work centers and the routing, along with the work orders and resources you’ll finally be able to get handle on what your capacity and demand is. This will enable you to finally know whether you can accept new work and then actually be able to schedule the work.</p>

<h3 id="resilience">Resilience</h3>

<p>The Third Way is all about ensuring that we’re continually putting tension into the system, so that we’re continually reinforcing habits and improving something. Resilience engineering is tells us that routinely injecting faults into the system, doing them frequently, to make them less painful.</p>

<h3 id="improvement-kata">Improvement kata</h3>

<p>It almost doesn’t matter what you improve, as long as you’re improving something. Why? Because if you are not improving, entropy guarantees that you are actually getting worse, which ensures that there is no path to zero errors, zero work-related accidents, and zero loss.</p>

<p>A <em>kata</em> is a repetition that creates habits, and habits are what enable mastery. Whether you’re talking about sports training, learning a musical instrument, or training in the Special Forces, nothing is more to mastery than practice and drills. If you want to create a genuine culture of improvement, you must create those habits.</p>

<h3 id="timing-handoffs">Timing handoffs</h3>

<p>Just as important as throttling the release of work is managing the hand-offs. A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone’s queue, or worse, the work has go backward because it doesn’t have the parts or requires rework.</p>

<h3 id="scoping-error">Scoping error</h3>

<blockquote>
  <p>This guy is like the QA manager who has his group writing millions of new tests for a product we don’t even ship anymore and then files millions of bug reports for features that no longer exist.</p>
</blockquote>

<p>Anything that is not about helping the business survive is just irrelevant irrelevant technical minutia.</p>

<h3 id="kanban-board">Kanban board</h3>

<p>A Kanban board is one of the primary ways manufacturing plants schedule and pull work through the system. It makes demand and WIP visible, and is used to signal upstream and downstream stations.</p>

<p>You can take most frequent service requests, documented exactly what the steps are and what resources can execute them, and timed how long each operation takes.</p>

<p>Getting executives and workers the tools they need to do their jobs is one of our primary responsibilities.</p>

<h3 id="managing-hand-offs">Managing hand-offs</h3>

<p>The wait time is the “percentage of time busy” divided by the “percentage of time idle”. If a resource is fifty percent busy, then it’s fifty percent idle. The wait time is fifty percent divided by percent, so one unit of time. Let’s call it one hour. So, on average our task would wait in the queue of one hour before it gets worked.</p>

<p>If a resource is ninety percent busy, the wait time is “ninety percent divided by ten percent”, or nine hours. A task would wait in the queue nine times longer than if the resource were fifty percent idle.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>WAIT TIME = %BUSY / %IDLE

WAIT TIME

100 ┤                             ■
 90 ┤                             ■
 80 ┤                             ■
 70 ┤                             ■
 60 ┤                             ■
 50 ┤                             ■
 40 ┤                            ■
 30 ┤                           ■
 20 ┤                         ■■
 10 ┤                     ■■■■
    ┤■■■■■■■■■■■■■■■■■■■■■
    └──┬──┬──┬──┬──┬──┬──┬──┬──┬──┬── % RESOURCE BUSY
  0    10 20 30 40 50 60 70 80 90 100
</code></pre></div></div>

<p>Creating and prioritising work inside a department is hard. Managing work among departments must be at least ten times more difficult.</p>

<p>Everyone needs idle time, or slack time. If no one has slack time, WIP gets stuck in the system. Or more specifically, stuck in queues, just waiting.</p>

<p>Sometimes some tasks look like a single-person task but they are not. Sometimes they involve multiple steps with multiple hand-offs among multiple people. If those people are always busy, tasks will get stuck in queues indefinitely.</p>

<h3 id="the-first-way">The First Way</h3>

<p>It’s about systems thinking, always confirming that the entire organisation achieves its goal, not just one part of it.</p>

<ul>
  <li>Are we competitive?</li>
  <li>Understanding customer needs and wants: Do we know what to build?</li>
  <li>Product portfolio: Do we have the right products?</li>
  <li>R&amp;D effectiveness: Can we build it effectively?</li>
  <li>Time to market: Can we ship it soon enough to matter?</li>
  <li>Sales pipeline: Can we convert products to interested prospects?</li>
  <li>Are we effective?</li>
  <li>Customer on-time delivery: Are customers getting what we promised them?</li>
  <li>Customer retention: Are we gaining or losing customers?</li>
  <li>Sales forecast accuracy: Can we factor this into our sales planning process?</li>
</ul>

<p>You must leave the realm of IT to discover where the business relies on IT to achieve its goals. You must find where you’ve under-scoped IT, where certain portions of the processes and technology you manage actively jeopardises the achievement of business goals. And secondly, where IT might be over-scoped, where you focused on the problems that bring little value to the business.</p>

<h3 id="the-second-way">The Second Way</h3>

<p>Create constant feedback loops from IT Operations back into Development, designing quality into the product at the earliest stages. To do that, you can have nine-month-long releases. You need much faster feedback. You need to reduce the size of your batches.</p>

<p>The flow of work should ideally go in one direction only: forward. When work goes backward it’s called <em>waste</em>.</p>

<p>An inevitable consequence of long release cycles is that you’ll never hit internal rate of return targets, once you factor in the cost of labour.</p>

<h3 id="takt-time"><em>Takt</em> time</h3>

<p>The cycle time needed in order to keep up with customer demand. If any operation in the flow of work takes longer than the takt time, you will not be able to keep up with customer demand.</p>

<h3 id="automated-infrastructure">Automated infrastructure</h3>

<p>Until code is in production, no value is actually being generated. In order to decrease changeover time and enable faster deployment cycle time you need to automate the build and deployment process, recognising that infrastructure could be treated as code. That enables to create one-step environment creation and deploy procedure. This has been defined by <em>Continuous Delivery</em> and the <em>Lean Startup</em> books.</p>

<p>You need to get everything in version control. Not just the code but the everything required to build the environment. Then you need to automate the entire environment creation process. You need a deployment pipeline where you can create test and production environments, and then deploy code into them, entirely on-demand. That’s how you reduce your setup times and eliminate errors, so you can finally match whatever rate of change Development sets the tempo at.</p>

<p>Get humans out of the deployment business.</p>

<p>If you can’t out-experiment  and beat your competitors in time to market and agility, you are sunk. Features are always a gamble. If you’re lucky, ten percent will get the desired benefits. So the faster you can get those features to market and test the, the better of you’ll be. Incidentally, you also pay back the business faster for the use of the capital, which means the business starts making money faster, too.</p>

<p>A big number of deployments per day allows you to fix bugs faster, get performance enhancements sooner, scaling when needed and run A/B tests as soon as possible.</p>

<h3 id="sprint-interval">Sprint interval</h3>

<p>By reducing the sprint interval, you reduce your planning horizon to make and execute decisions more frequently, as opposed to sticking to a plan made almost a month ago.</p>

<h3 id="devops">DevOps</h3>

<p>A super-tribe that is bigger than just Dev or Ops or Security. It’s Product Management, Development, IT Operations, and even Information Security all working together and supporting one another.</p>

<h2 id="about-devops">About DevOps</h2>

<h3 id="why">Why?</h3>

<p>Faster feature time to market, increased customer satisfaction, market share, employee productivity, and happiness as well as allowing organisations to win in the marketplace. Technology has become the dominant value creation process and increasingly important means of customer acquisition.</p>

<p>High performers are deploying features more quickly, while providing world-class levels of reliability, stability, and security, enabling them to out-experiment their competitors in the marketplace. Delivering these high levels of reliability actually <em>requires</em> that changes be made frequently.</p>

<p>High performers have significantly better organisational performance as well: they are two times more likely to exceed profitability, market share and productivity goals, and there are hints that they have significantly better performance in the capital markets as well.</p>

<p>Everyone values non-functional requirements (e.g., quality, scalability, manageability, security, operability) as much as features. Why? Because non-functional requirements are just as important in achieving business objectives, too.</p>

<p>We have High-trust, collaboration culture, where everyone is responsible of the quality of their work. Instead of approval and compliance processes, the hallmark of a low-trust command-and-control management culture, we rely on peer review to ensure that everyone has confidence int he quality of their code.</p>

<p>Furthermore, there is a hypothesis-driven culture, requiring everyone to be a scientist, taking no assumptions for granted and doing  nothing without measuring. Why? Because we know that our time is valuable. We don’t spend years building features that our customers don’t actually want, deploying code that doesn’t work or fixing something that isn’t actually the problem. These factors contribute to our ability to release exciting features to the marketplace that delight our customer and help our organisation win.</p>

<h3 id="where-does-it-came-from">Where does it came from?</h3>

<p>DevOps is the outcome of applying Lean principles to IT value stream. These principles are based on more than a century of sound management practices.</p>

<h2 id="the-three-ways">The three ways</h2>

<h3 id="the-first-way-1">The First Way 1</h3>

<p>Is about the left-to-right flow of work from Development to IT Operations to the customer. In order to maximise flow, we need small batch sizes and intervals of work, never passing defects to downstream work centres, and to constantly optimise the global goals.</p>

<p>The practices include: Continuous build, integration, and deployment, creating environments on demand, limiting work in progress, and building safe systems and organisations that are safe to change.</p>

<h3 id="the-second-way-2">The Second Way 2</h3>

<p>Is about constant flow of fast feedback from right-to-left at all stages of the value stream, amplifying it to ensure that we can prevent problems from happening again or enable faster detection and recovery. By doing this, we create quality at the source, creating or embedding knowledge where we need it.</p>

<p>The practices include: “Stopping the production line” when our builds and tests fail, elevating the improvement of daily work over daily work; creating fast automated test suites to ensure that code is always potentially deployable creating shared goals and shared pain between Development and IT Operations; and creating pervasive production telemetry so that everyone can see whether code and environments are operating as designed and the customer goals are being met.</p>

<h3 id="the-third-way-3">The Third Way 3</h3>

<p>Is about creating a culture that fosters two things: continual experimentation, which requires taking risks and learning from success and failure, and understanding that repetition and practice is the prerequisite to mastery.</p>

<p>Experimentation and risk taking are what enable us to relentlessly improve our system of work.</p>

<p>The practices include: Creating a culture of innovation and risk taking (as opposed to fear or mindless order taking) and high-trust (as opposed to low-trust, command-and-control), allocating at least twenty percent of Development and IT Operations towards non-functional requirements, and constant reinforcement that improvements are encouraged and celebrated.</p>

<h2 id="the-four-types-of-work">The four types of work</h2>

<ul>
  <li><strong>Business projects</strong>. These are business initiatives, of which most Development projects encompass.</li>
  <li><strong>Internal IT projects</strong>. Infrastructure or IT Operations projects that business projects might create, as well as internally generated improvement projects. Often these are not centrally tracked anywhere, instead residing with the budget owners. This creates a problem when IT Operations is a bottleneck, because there is no easy way to find out who much of capacity is already committed to internal projects.</li>
  <li><strong>Changes</strong>. Generated from the previous two types of work and are typically tracked in a ticketing system.</li>
  <li><strong>Unplanned word or recovery work</strong>. Operational incidents and problems. Always come at the expense of other planned work commitments.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 2818 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Resilient Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/resilient-manager"/>
    <id>/resilient-manager</id>
    <updated>2025-02-23T00:00:00+00:00</updated>
    <published>2025-02-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#meet-your-team">Meet your team</a>
    <ul>
      <li><a href="#work-style-and-preferences">Work style and preferences</a></li>
    </ul>
  </li>
  <li><a href="#grow-your-teammates">Grow your teammates</a>
    <ul>
      <li><a href="#mentoring">Mentoring</a></li>
      <li><a href="#coaching">Coaching</a></li>
      <li><a href="#sponsoring">Sponsoring</a></li>
      <li><a href="#constructing-and-delivering-feedback">Constructing and delivering feedback</a></li>
      <li><a href="#striking-a-balance">Striking a balance</a></li>
    </ul>
  </li>
  <li><a href="#set-clear-expectations">Set clear expectations</a>
    <ul>
      <li><a href="#roles-and-responsibilities">Roles and responsibilities</a></li>
      <li><a href="#team-vision-and-priorities">Team vision and priorities</a></li>
      <li><a href="#team-practices">Team practices</a></li>
    </ul>
  </li>
  <li><a href="#communicate-effectively">Communicate effectively</a>
    <ul>
      <li><a href="#planning-your-communication">Planning your communication</a></li>
      <li><a href="#delivering-sensitive-information">Delivering sensitive information</a></li>
      <li><a href="#choosing-your-medium">Choosing your medium</a></li>
      <li><a href="#iterating-and-evolving">Iterating and evolving</a></li>
    </ul>
  </li>
  <li><a href="#build-resiliency">Build resiliency</a>
    <ul>
      <li><a href="#managing-times-of-crisis">Managing times of crisis</a></li>
      <li><a href="#managing-your-energy">Managing your energy</a></li>
      <li><a href="#building-a-support-network">Building a support network</a></li>
    </ul>
  </li>
  <li><a href="#resources">Resources</a></li>
</ul>

<p>A team is composed of a least two people who share the same strategic objective.</p>

<p>Glossary:</p>

<ul>
  <li>Teammates: People you’re responsible as a manager.</li>
  <li>Discipline: The skill set you primarily use at work. Peg: Design, or Brand Design.</li>
  <li>Functional team: People who work on the same discipline.</li>
  <li>Feature (Product) team: People from different disciplines who work together on a specific feature or product.</li>
</ul>

<p>Sometimes, a team might be described as both functional team <em>and</em> feature team, peg: Mobile Platform team.</p>

<p>As a manager, you must be able to assess and improve your team’s dynamic.</p>

<p>Tuckman’s stages of group development:</p>

<ol>
  <li><strong>Forming</strong>, when the group comes together. It might have a name and some understanding of tis goal, but processes and patterns still need to be defined.</li>
  <li><strong>Storming</strong>, you’ll start to see some friction. You’ve gotta feel some confusion and clashing to make it to the next stage.</li>
  <li><strong>Norming</strong>, where things start to iron themselves out. Individuals resolve their differences, and clarity is introduced.</li>
  <li><strong>Performing</strong>, flow state. You’re effective, you are communicating well, and you’re shipping.</li>
</ol>

<p>When a person joins, or a manager changes, or the mission changes, these stages of group development can restart.</p>

<h2 id="meet-your-team">Meet your team</h2>

<p>One of your primary jobs is to foster a foundation of trust on your team. To foster trust, you’ve gotta start by understanding each other.</p>

<p>To get to know your teammates as individuals, start from a place of genuine curiosity and authenticity.</p>

<p>Paloma Medina research indicates that humans have six core needs (<em>BICEPS</em>). Needs that must be met in order for us to feel safe and secure.</p>

<ul>
  <li><strong>Belonging</strong>, a connection to a community or to a group of people. When you feel rejected or left out from a group, you’ll feel threatened.</li>
  <li><strong>Improvement/progress</strong>, A sense of making progress, whether for your organisation, your team, or your personal life. People may feel frustrated when their work doesn’t affect the greater good, or when there are no enough challenges, or when they change from the maker path to the manager path.</li>
  <li><strong>Choice (or autonomy)</strong>, the power to make decisions about your own life and work. This needs calls for balance, too many choices can feel overwhelming; too few choices can make you feel powerless.</li>
  <li><strong>Equality/fairness</strong>, the idea that your environment includes equal access to resources, information, and support for everyone in it. When this doesn’t happen (or there’s a perception that doesn’t happen), people take to the streets and revolt.</li>
  <li><strong>Predictability</strong>, requires balancing too. If change is the only constant, it can be exhausting. If there are <em>never</em> any surprises, it gets boring. When our sense of certainty is threatened, we may have a <em>really</em> hard time focusing.</li>
  <li><strong>Significance</strong>, or status. Understanding where we are in a hierarchy, especially in relation to others. How do we get recognised also plays into it.</li>
</ul>

<p>Each person might care about some particular code needs more than others.</p>

<p>Often we project our <em>own</em> core needs onto someone else, which means you’ll likely be trying to help them have their needs met while not quite addressing the <em>core</em> of their core-need problem.</p>

<h3 id="work-style-and-preferences">Work style and preferences</h3>

<p>It can be really helpful to gather insights about each teammate’s growth areas, preferences about feedback and recognition, and other aspects of their work.</p>

<p>You can ask a list of simple questions to your teammates in your first 1:1 together. A template.</p>

<ul>
  <li>What makes you grumpy?</li>
  <li>How will I know when you’re grumpy?</li>
  <li>How can I help you when you’re grumpy?</li>
  <li>In what medium (Slack, email, in person, etc.) do you prefer to receive feedback?</li>
  <li>When do you prefer to receive feedback—routinely in 1:1s, or as-it-happens?</li>
  <li>How do you prefer to receive recognition—publicly or privately?</li>
  <li>What makes 1:1s the most valuable for you?</li>
  <li>What are your goals for this year? And for the next three months?</li>
  <li>What do you need from your manager?</li>
  <li>What do you need from your teammates?</li>
  <li>What do you need from your peers outside the team?</li>
</ul>

<p>Human learning and growth requires the right amount of four things: new challenges, low ego, space to reflect and brainstorm, and timely and clear feedback. How are these four going for you? Is there one you need more or less of?</p>

<ul>
  <li>What’s your favourite way to treat yourself?</li>
</ul>

<p>As you’re kicking off a relationship with a new direct report, it’s just as important for them to get to know <em>you</em> as you get to know <em>them</em>.</p>

<p>When managers share their approach to management with their teammates, it can create an opportunity to develop better working relationships.</p>

<p>Articulate what you’re personally optimising for in your role, so you can share that with your teammates.</p>

<h4 id="what-are-you-optimising-for">What are you optimising for?</h4>

<p>The framing of this question can help you identify your “style” or “philosophy” as a manager or leader.</p>

<blockquote>
  <p>I was optimising for growing emerging leaders. I asked open questions and offered reflections much more than I issued directives. Direct reports who wanted more direction grew frustrated.</p>
</blockquote>

<p>Think about the scenarios in which your particular management approach might manifest day to day, such when you are:</p>

<ul>
  <li>Coaching, mentoring, or sponsoring your reports</li>
  <li>Requesting and delivering feedback</li>
  <li>Goal setting or vision setting for/with your team</li>
  <li>Scoping, delegating, and shipping work for/with your team</li>
  <li>Communicating to/with your teammates in different mediums</li>
</ul>

<p>In those environments, what do you find you <em>optimise</em> for most as a manager?</p>

<h4 id="optimise-for-long-term-relationships">Optimise for long-term relationships</h4>

<p>In the beginning of your relationships, share with your teammates:</p>

<ul>
  <li>What do you optimise for in your role?</li>
  <li>What do you hope your teammates will lean on you for?</li>
  <li>What management skill are you currently working on learning or improving?</li>
</ul>

<p>Sharing the <em>one thing</em> that you want to make sure your teammates know about you, so that they aren’t mystified day to day.</p>

<h2 id="grow-your-teammates">Grow your teammates</h2>

<p>This is the Storming stage. Previously, each person had been doing their own thing asn individuals, now a few things need to be ironed out: how to collaborate, how to hit goals, how to determine priorities. There will be friction.</p>

<p>You’ll end up wearing four different hats: Mentoring, coaching, sponsoring and delivering feedback.</p>

<h3 id="mentoring">Mentoring</h3>

<p>In mentoring mode, we’re giving out advice, sharing our experience and perspective, and helping someone else problem based on that information.</p>

<p>If you are not a member of a marginalised group, and you have a mentee who <em>is</em>, be aware of the way members of under-represented groups are perceived. Make sure that your advice is going to be helpful in practice for your mentee.</p>

<p>Our mentee success is ultimately <em>our</em> success.</p>

<p>Managers often default to mentoring mode because it feels lke the fastest way to solve a problem, but it falls short in helping your teammate connect their <em>own</em> dots.</p>

<h3 id="coaching">Coaching</h3>

<p>In mentoring mode, you’re focused on both the problem and the solution. While coaching, you’ll be asking open questions and reflecting upon them.</p>

<h4 id="asking-open-questions">Asking open questions</h4>

<p>To explore more of the shape of the topic, rather than staying at the surface level.</p>

<p>The best questions are about the problem, not the solution. Questions that start with <em>why</em> tend to make the other person feel judged, questions that start with <em>how</em> tend to go into problem solving mode, bot we should be avoided. <em>What</em> questions can be authentically curious.</p>

<ul>
  <li><em>What’s most important to you about it?</em></li>
  <li><em>What’s holding you back?</em></li>
  <li><em>What does success look like?</em></li>
</ul>

<p>Coaching would start a two-way conversation, which would help make an otherwise tricky conversation feel more like a shared exploration.</p>

<p>Open questions, asked from a place of genuine curiosity, help people feel seen and heard.</p>

<p>Forming lots of open questions (instead of problem solving questions, or giving advice) is tremendously hard, but totally worth it.</p>

<h4 id="reflecting">Reflecting</h4>

<p>Holding up a mirror for the other person and describing what you see or hear, or asking them to reflect themselves.</p>

<p>Help your teammates reflect by repeating back to them what you hear them say.</p>

<blockquote>
  <p><em>What I’m hearing you say is that you’re frustrated with how this project is going. Is that right?</em></p>
</blockquote>

<p>Don’t be worried about giving a bad reflection; reflecting back what you’re hearing will still help your teammate.</p>

<p>Sometimes the act of reflection forces the other person to do some <em>introspection</em> an realise new aspects of the problem.</p>

<p>When coaching, you don’t need to have all the answers, you’re just there as a mirror and as a question-asker, to help the other person to think deeply and come to some new, interesting conclusions. It may not feel all that effective but coaching can generate <em>way more growth</em> than giving them advice or sharing your perspective.</p>

<h3 id="sponsoring">Sponsoring</h3>

<p>The sponsor hat is more often worn when they’re <em>not</em> around.</p>

<p>Sponsorship is all about feeling <em>on the hook</em> for getting someone to the next level. You will put your personal reputation on the line on behalf of the person you’re sponsoring.</p>

<ul>
  <li>Giving visible/public recognition</li>
  <li>Assigning stretch tasks and projects that are <em>just beyond</em> their current skill set, to help them grow and gather evidence for future promotion</li>
  <li>Opening the door for them to write blog posts, give company or conference talks, or contribute open-source work.</li>
</ul>

<p>Members of under-represented groups are typically over-mentored, but under-sponsored (<em>in-group bias</em>).</p>

<p>Put in the time and intention to ensure that you’re sponsoring members of under-represented groups too.</p>

<h3 id="constructing-and-delivering-feedback">Constructing and delivering feedback</h3>

<p>It’s important to routinely deliver both positive and negative feedback to your teammates about their performance within their role.</p>

<p>You’ll want to look for opportunities to help your teammates grow or work better together by giving them feedback.</p>

<p>The best feedback is specific, actionable, and delivered in a way that ensures the receiver can actually absorb it.</p>

<p>The feedback equation:</p>

<p><strong>Observation</strong> of behaviour + <strong>Impact</strong> of behaviour + <strong>Request</strong> or <strong>Question</strong> = Specific, actionable feedback</p>

<ul>
  <li><strong>Observation</strong>, describe the simple facts of what happened, the who/what/when/where part of the feedback.</li>
  <li><strong>Impact</strong>, <em>this</em> is where you can share how you feel. Share the effects of the behaviour you’re seeing. The impact is often personal. Framing the impact in terms of what the recipient cares about will more quickly motivate them to change their behaviour.</li>
  <li><strong>Request or question</strong>, if you’re always defaulting to making a request, the other person doesn’t have to do much thinking or problem solving on their own. Hit pause on the mentoring mode and go into coaching mode instead. Asking an open question at the end of delivering feedback is often much more powerful than making a request.</li>
</ul>

<h4 id="coaching-teammates-to-deliver-feedback">Coaching teammates to deliver feedback</h4>

<p>Feedback is <em>really</em> hard to deliver when you don’t personally own it. Feedback is also much more impactful and easy to understand when receiving it directly from the person who has it.</p>

<p>The first step <em>usually</em> should be taken by the person who has the feedback to share.</p>

<p>Start by coaching your teammate, what they might want the outcome to be, and what they want to optimise for as they have the conversation.</p>

<p>Then, in mentoring mode, walk them through the feedback equation and help them craft some good words and phrases for each of the three parts. Facts without judgement.</p>

<p>If there’s no impact, then likely it is not feedback. Coach the teammate who wants to give the feedback to introspect and develop a new perspective on it.</p>

<p>If there <em>is</em> feedback to be given, mentor and coach your teammate to develop a solid set of questions, to be more of a conversation.</p>

<p>If you ever find yourself needing to deliver feedback as a third party, find an aspect of the feedback that you can personally own. Care about team trust and psychological safety.</p>

<p>If you want your teammates to get into the habit of giving feedback, encourage them to align it to their career goals.</p>

<h3 id="striking-a-balance">Striking a balance</h3>

<p>Managers and individuals often aim to accomplish the following in their 1:1s</p>

<ol>
  <li><strong>Build trust</strong>. A manager wants to develop a relationship and get to know their report so they can best support them. A teammate wants to know if their manager cares about them and is invested in their success.</li>
  <li><strong>Gain shared context</strong>. A manager wants to disseminate clear, relevant information about day-to-day work and company goals. A teammate wants to hear rumours, news and higher-level strategy.</li>
  <li><strong>Plan out and support career growth</strong>. A manager wants to help their teammate identify goals and plan their career trajectory. A teammate wants to keep growing their skills, gain new opportunities, and get feedback on their blind spots.</li>
  <li><strong>Solve problems</strong>. A manager wants to hear about blockers and other challenges so that they can help their teammates get unblocked. A teammate wants advice, mentorship, and assistance in making progress on their projects.</li>
</ol>

<p>Open questions and reflections (coach) do so much more for building trust and helping someone grow than mentoring activities do. Sponsoring is great for growth <em>and</em> for building trust. If a teammate needs a bit more direction, mentoring is great. Feedback is the icing on the cake.</p>

<p>Once you’ve build a foundation of trust, be open to feedback about which skills you should practice more.</p>

<p>Sometimes the other person won’t fully understand feedback, it won’t take it seriously, or won’t be able to change.</p>

<p>Consider whether or not this teammate might flourish if they moved ot a different part of the organisation.</p>

<p>When someone’s behaviour is damaging to those around them, talk with another leader in the organisation about what to do. It’s possible that there’s another way you could be approaching this person to help them see how serious the situation is, and what needs to change; it’s also possible that it’s time for them to go. Lean on your network of support, you don’t need to do this alone.</p>

<h2 id="set-clear-expectations">Set clear expectations</h2>

<p>Develop clear expectations in <em>collaboration</em> with your team, document them in a searchable, central location, and keep them updated over time. Team-wide expectations that are worth documenting and iterating:</p>

<ul>
  <li>Teammates’ roles and responsibilities, including the manager’s role</li>
  <li>The team mission or priorities</li>
  <li>How teammates should be collaborating, communicating, and shipping work</li>
</ul>

<h3 id="roles-and-responsibilities">Roles and responsibilities</h3>

<p>Clarity typically comes in the form of documentation like a career ladder.</p>

<p>Individual’s day-to-day or project-specific responsibilities can feel ambiguous. You can use two tools to nail down specifics, the assignment matrix and Venn diagram.</p>

<h4 id="responsibility-assignment-matrix">Responsibility assignment matrix</h4>

<p>A responsibility assignment matrix (<em>RACI matrix</em>, Responsible, Accountable, Consulted and Informed), the most frequent roles for people involved in a project or decision:</p>

<ul>
  <li><strong>Responsible</strong>: People who do the work</li>
  <li><strong>Accountable</strong>: The person (<em>just one</em>) who must ensure that the project gets completed or the decision gets made. Often the one that do the most communication with stakeholders</li>
  <li><strong>Consulted</strong>: Folks whose opinions are sought as the work progress, they’re actually not working on the project</li>
  <li><strong>Informed</strong>: People who are updated either as major milestones are hit, or when the deliverable is complete</li>
</ul>

<p>Naming some folks as Informed or Consulted can add clarity and reduce design by committee.</p>

<h4 id="responsibility-venn-diagram">Responsibility Venn diagram</h4>

<p>Venn diagram that could answer “who should be doing what?”.</p>

<p>You can held meetings with product managers, engineering managers, and engineering leads to chat about their responsibilities. Then write down the things that need to get done to ship work.</p>

<p>For example:</p>

<ul>
  <li>Product Manager owns the story of “what”
    <ul>
      <li>Translates company goals into tech roadmap</li>
      <li>Is communication conduit to Product and broader org</li>
      <li>UNderstands customer needs + produces customer insights</li>
    </ul>
  </li>
  <li>Engineering Manager owns the story of “who”
    <ul>
      <li>Coaches makers’ career paths and personal growth</li>
      <li>Recruits and owns interview workflow</li>
      <li>Delivers annual performance reviews</li>
      <li>Monitors team health</li>
    </ul>
  </li>
  <li>Engineering Lead owns the story of “how”
    <ul>
      <li>Pairing/technical mentorship</li>
      <li>Surfaces major arch changes to Eng leaders</li>
      <li>Translates “why” for project to “how” (arch decisions, UX, product health)</li>
      <li>Identifies technical risks</li>
    </ul>
  </li>
</ul>

<p>All of those bubbles, intersect on:</p>

<ul>
  <li>Define + improve team processes (stand-ups, etc)</li>
  <li>Deliver feedback to teammates</li>
  <li>Communicate hiring needs</li>
  <li>Ensure team is hitting key results</li>
  <li>Identify and solve execution roadblocks early</li>
  <li>Understand, own, and share the story of “why”</li>
</ul>

<p>You can use this tool with <em>any</em> intersection of roles. It’s helpful any time you have people in distinct roles or functions all working together toward a united goal.</p>

<p>The most important outcome of these exercises is that everyone on the team will have a shared understanding for who is doing what, and who they should go for which kinds of questions and decisions.</p>

<h3 id="team-vision-and-priorities">Team vision and priorities</h3>

<p>Companies usually have a high-level “north star” to inspire and align the work that gets done by individual teams. Goal-measuring systems like OKRs or KPIs to measure progress over time.</p>

<p>What’s your team’s “north star” and how does your team work toward it every day?</p>

<ul>
  <li><strong>Vision</strong>: The team’s north star; a dream of what the future could look like.</li>
  <li><strong>Mission</strong>: A more grounded version of the vision that describe the team’s role as it works towards that north star.</li>
  <li><strong>Strategy</strong>: How this team goes about achieving that mission every day.</li>
  <li><strong>Objectives</strong>: Measurable goals that reflect the mission and strategy, to help benchmark the team’s progress.</li>
</ul>

<p>Collaborating on an publishing a vision and mission helps teams to gut check project plans, share what they are doing with stakeholders around the company, and back up on hiring strategy.</p>

<h3 id="team-practices">Team practices</h3>

<p>To help add clarity to your teams, it’s a good idea to document details on your team practices</p>

<ul>
  <li><strong>Meetings</strong>: Identify all of the meetings. Jot down the purpose, frequency, and participants. Add descriptions so potential attendees decide which meetings are important to attend, which might be <em>interesting</em> to attend, and which they can probably skip.</li>
  <li><strong>Email and chat channels</strong>: Document your team’s messaging channels, email lists, and resource pages, include context about <em>why</em> someone might (or must) choose one channel or method over another. Make it clear that you want your teammates to take part in improving the way the team works together.</li>
  <li><strong>Collaboration and interaction</strong>: The kind of work your team does, the processes your team has collaborating and delivering projects, and what <em>you</em> value in team settings. At Etsy they had the “Charter of Mindful Communication”
    <ul>
      <li><em>Reflect on the dynamics in the room</em>, to reflect when they were dominating a conversation</li>
      <li><em>Elevate the conversation</em>, by being constructive to feedback</li>
      <li><em>Assume best intentions</em></li>
      <li><em>Listen to learn</em> to stay curious about other’s perspectives</li>
    </ul>
  </li>
</ul>

<p>Documentation should be developed collaboratively, like a living document.</p>

<h2 id="communicate-effectively">Communicate effectively</h2>

<p>You will be continually tasked with communicating information to your team as the organisation around you evolves, especially when you don’t have a say.</p>

<p>You can give feedback to those in charge and help sculpt messaging so it will be heard and understood.</p>

<h3 id="planning-your-communication">Planning your communication</h3>

<p>When you need ot deliver a critical new message, it’s a good idea to prepare a <em>communications plan</em>.</p>

<p>Julia Grace, director of engineering at Slack, created a simple communications plan template</p>

<div class="language-text highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Header: author, date, status (e.g. draft)

Background:
* The What (most important thing you want to communicate)
* The Why (why's it changing)

People:
* Who knows
* Who will be directly impacted

Timeline:
* What will be said in [IRL or channel] when

Talking points
</code></pre></div></div>

<p>If you need to coordinate with others, you can turn the template into a table including date and time for each message, who’s communicating it, the medium used, an dhow the talking points will evolve for each step of the plan.</p>

<p>Share the document with whomever else is doing the heavy lifting of communicating, so that you can hone the messaging and the timing together.</p>

<h3 id="delivering-sensitive-information">Delivering sensitive information</h3>

<p>Sensitive information should be executed as swiftly as possible, there are too many things that could go sideways. Take care to understand how your team will absorb this new <em>sudden</em> information.</p>

<p>It can be helpful to brainstorm ways to address their reactions so you can adequately prepare</p>

<ul>
  <li>Map big changes back to the things you know people care about</li>
  <li>Choose your planned words carefully</li>
  <li>Plan out who can be informed early on, and who should be informed later</li>
  <li>Optimise for creating clarity and transparency as soon as the information is set in stone</li>
  <li>Remember that other’s reactions can affect and threaten yourself</li>
</ul>

<p>You are in the best possible position to help changes <em>land</em> with your teammates. Share this knowledge with the people above you if they’re spearheading the communication rollout.</p>

<h4 id="navigating-confidentiality">Navigating confidentiality</h4>

<p>Consider who can be trusted with sensitive information that will impact their coworkers in the early stages of a change, and think through the ripple effects at each stage if someone were to share information they shouldn’t.</p>

<p><strong>The top things on your mind should be cleaning up any misrepresentations, clarifying the message, and then learning from this moment.</strong></p>

<h4 id="wrestling-with-misalignment">Wrestling with misalignment</h4>

<p>Sometimes, you’ll be tasked with communicating information that you don’t agree with or believe in.</p>

<p>The absence of trust is the foundation of most team dysfunction. If you agree to decisions on the surface, but don’t support them or commit to them, <em>way</em> more friction will emerge over time. This behaviour will be seen as undermining or backstabbing and it will create fissures in your team environment.</p>

<p>When you disagree and can’t commit to a higher-up’s decision, first be transparent and professional about it, give feedback. Sometimes the decision will be already made and your feedback won’t change it.</p>

<p>If the misalignment between you and leadership is sever, you might decide it’s worth walking away from the team or the company, otherwise it’s time to “disagree and commit”.</p>

<p>Disagreeing and committing is the most mature and transparent move you can make.</p>

<p>Avoid sharing your brutally honest feelings with or win front of your teammates. If you need to disagree publicly, make sure you phrase it in a way that won’t sow seeds of disgruntlement and uncertainty with others.</p>

<p>Whenever possible, add steps in your communications plan explicitly designed to collect feedback, to make people feel seen and heard as they learn about this new information.</p>

<h3 id="choosing-your-medium">Choosing your medium</h3>

<p>Your go-to communication style, cadence, and channels depend on what’s typical for your company culture, as well as what feels right for your message.</p>

<h4 id="meetings">Meetings</h4>

<p>Meetings are there for you to both <em>push</em> information and <em>pull</em> information, especially when that information requires additional context.</p>

<p>Sensitive, difficult, or surprise information is best communicated in person first (and followed up with an email). You can pivot your message based on the questions or reactions in the room.</p>

<p>Sharing information in a meeting can significantly reduce negative gut reactions to hard-to-hear news.</p>

<h4 id="all-hands-meeting">All hands meeting</h4>

<p>Gathering everyone for the same meeting is helpful when you want to roll out big news. It can be organised for subsections of the company.</p>

<p>Walk people through the following:</p>

<ol>
  <li>A high-level description of what’s changing</li>
  <li>Instructions on what to do with questions</li>
  <li>An explanation for the change</li>
  <li>A list of specific changes, as well as what’s not changing and what’s still undecided</li>
  <li>Answers to questions you foresee them asking right away</li>
</ol>

<p>The bigger or scarier the change, the less likely you’ll create space for feedback, so the people can process individually or in a smaller setting afterwards.</p>

<p>If you do hold open Q&amp;A, avoid saying you’re disappointed in a question or behave in a demeaning way toward a question-asker. You can always answer a question by saying you don’t know, or that you’ve got to find some more information first; just be sure to follow up.</p>

<p>It is recommended to do routine All Hands meetings, so you don’t bring people up only when there is something and often scary happens.</p>

<h4 id="email">Email</h4>

<p>Emails are great for communicating status and announcements when there’s not a lot of nuance or context to share. Beware that your emails might last <em>forever</em>.</p>

<p>Choose emails when you’re ready to set facts in stone, especially after big verbal announcement in a meeting.</p>

<p>You can practice repeating decisions or actions after a meeting with a <em>recap email</em>. It creates a paper trail of decisions that come out of meetings.</p>

<p>You can use images for communicating:</p>

<ol>
  <li>The stated company line on the topic</li>
  <li>Facts about what it means in practice</li>
  <li>Your personal take</li>
  <li>An invitation, for questions, feedback, etc.</li>
</ol>

<p>Don’t just drop bullet points, share your broader context!</p>

<h3 id="iterating-and-evolving">Iterating and evolving</h3>

<p>Your job isn’t just to communicate out information, but rather to ensure it <em>connects</em> with your audience. To help <em>absorb</em> the communication.</p>

<p>People <em>rarely</em> remember information the first time they hear it. You’ll have to repeat it several times until it gets assimilated.</p>

<p>You’ll find also that particular word choices land better with different audiences, or different mediums get more feedback or attention from others. There is another element to think about: your energy as you’re communicating.</p>

<p>There is a range of styles for communicating the same message. For example, you can use colours, so you are aware of different styles available for your toolbox</p>

<ul>
  <li><strong>Red</strong>, a bit of anger, frustration, edge, or urgency.</li>
  <li><strong>Orange</strong>, cautious, hesitant, tiptoes around topics</li>
  <li><strong>Yellow</strong>, light-hearted, effervescent, crack jokes</li>
  <li><strong>Green</strong>, in tune with other’s feelings, loving, high emotional intelligence</li>
  <li><strong>Blue</strong>, calm, cool, collected, steady</li>
  <li><strong>Purple</strong>, creative, flowy, great at storytelling</li>
  <li><strong>Brown</strong>, adds (and lives in) nuance, complexity, or ambiguity</li>
  <li><strong>Black</strong>, blunt, unfeeling, no nuance, cut and dry</li>
</ul>

<p>Sometimes people need to hear a different tone, or feel a different energy. Strong leaders understand the spectrum of communication styles.</p>

<p>We also tend to assume that everyone understand, prioritises, and cares about the same things we care about, but that’s not often the case. Do the leg work of listening and learning what others around you are motivated by, are optimising for, and are prioritising. Then translate your message into something that’s more digestible and easy for that audience to care about.</p>

<p>Just like your communication style and cadence will evolve over time, your organisation’s will, too. As the company grows, as the vision pivots or becomes better articulated, as people leave and new people are hired, how and what they communicate will necessarily evolve too.</p>

<h2 id="build-resiliency">Build resiliency</h2>

<p>Every organisation-wide action ripples out to both teammates and managers. Change tends to be our only constant; as managers, it’s on us to step up and support our teammates as best as we can.</p>

<p>Each new storm is an opportunity to gain experience, try out different tactics, and build up new skills so you can manage the next inevitable wave of change.</p>

<h3 id="managing-times-of-crisis">Managing times of crisis</h3>

<h4 id="before-a-crisis">Before a crisis</h4>

<p>The clearer you can describe processes, the easier the cognitive load will be for dealing with a crisis.</p>

<p>Ways you can prepare in advance:</p>

<ul>
  <li><strong>Know your benefits.</strong> Research company-sponsored support mechanisms for employees.</li>
  <li><strong>Lead by example</strong></li>
  <li><strong>Ask for input.</strong> Ask the team about what information or resources they need to stay resilient in times of rapid change.</li>
  <li><strong>Keep setting expectations.</strong> Give them the gift of clarity, so they can also communicate with you about whether they can accomplish the work they’ve been assigned.</li>
</ul>

<h4 id="during-a-crisis">During a crisis</h4>

<p>If you sense that something has gone awry for one of your teammates, you can say “As your manager, I want to make sure I’m supporting you as best I can. Is there anything that would be helpful to you to chat about?”</p>

<p>If your teammate <em>does</em> share with you that they’re experiencing something difficult, partner with them to figure out next steps.</p>

<ul>
  <li>How else could we meet this goal?</li>
  <li>What can I do to help you meet this goal?</li>
  <li>What would be the impact of moving this goal?</li>
</ul>

<p>A natural instinct is to express deep concern, or deep sympathy; please do not respond in a way that requires <em>them</em> to calm <em>you</em>. Do not put more hardship onto your direct report.</p>

<p>Instead, acknowledge that you feel for your teammate, and refocus on their needs. “Would it be helpful to take the afternoon off?”.</p>

<p>If it’s not obvious, ask your teammate how you can best support them.</p>

<h3 id="managing-your-energy">Managing your energy</h3>

<p>During times of major change, managers will find themselves on the receiving end of their teammates emotions; this sometimes will personally affect managers.</p>

<p>Some managers find that the labour of managing or more strategic thinking drains their energy much faster than the work they did as individual contributors.</p>

<p>This is normal, there are a few tactics that may help you out.</p>

<h4 id="tracking-your-energy-levels">Tracking your energy levels</h4>

<p>You can color-code your calendar events based on the kind of brain that is going to be used during that time. You can get a sense of how you are spending your mental energy each day.</p>

<p>It can help you realise what kind events drain your energy and which ones <em>reenergise</em> you.</p>

<p>Experiment with your scheduling and see how the changes impact your energy or stress levels.</p>

<h4 id="re-prioritising-your-tasks">Re-prioritising your tasks</h4>

<p>Scheduling and context-switching might not be the source of your energy drain; you might be overwhelmed by your volume of work and spread too thin.</p>

<p>The Eisenhower matrix can help you to figure out what to do with the tasks on your plate.</p>

<table>
  <thead>
    <tr>
      <th> </th>
      <th>Urgent</th>
      <th>Not urgent</th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td>Important</td>
      <td>Do these tasks now</td>
      <td>Schedule these tasks for later</td>
    </tr>
    <tr>
      <td>Not important</td>
      <td>Delegate these tasks</td>
      <td>Eliminate these tasks</td>
    </tr>
  </tbody>
</table>

<h4 id="delegating-projects">Delegating projects</h4>

<p>When carrying too many tasks, delegate work to others.</p>

<p>As managers, we want to give our teammates beautifully packaged, cleanly wrapped gifts of leadership work. However, the best gift you can give a teammate is a messy, hard-to-measure, unscoped project. It’s the biggest opportunity for someone to grow as a leader.</p>

<ul>
  <li>Hones folks’ problem solving abilities</li>
  <li>Forces them to lean on more people around them</li>
  <li>Stretches them into new leadership skills faster</li>
</ul>

<p>It’s not just okay, but actually <em>important</em> to hand off bigger, scarier projects to emerging leaders. And as you do, you’ll need to support them along the way.</p>

<ul>
  <li>Tell them how and in what medium you will support them</li>
  <li>Tell them that you expect this to be a stretch for them, and that’s the point. You’ll trust them to raise a flag if they are stuck</li>
  <li>Use a RACI. Tell your teammate that they are the “Responsible” role in the RACI matrix for this project, and you are “Consulted” and “Accountable”.</li>
</ul>

<p>Some folks may be wary of giving away your Lego, by what most don’t realise up front is that by doing so, you’re creating space to pick up new ones.</p>

<p>Be there to lend support when your teammate needs it, by asking coaching questions or reflecting back what you’re hearing. Warning about pitfalls, or helping them get unstuck. Stay in coaching mode when delegating.</p>

<h4 id="saying-no">Saying no</h4>

<p>The best way to troubleshoot your energy drain may be to reduce how often you say yes.</p>

<p>Priorities and objectives are there for a reason. Wield them as a tool to help you practice saying no more often.</p>

<p>Several tactics you can experiment with to help you say no more efficiently.</p>

<ul>
  <li>Ask someone you trust to hold you accountable to saying no more often.</li>
  <li>Make a calendar item at the beginning of the day to spend twenty minutes figuring out what to say no to.</li>
  <li>Draft emails that you can copy and paste whenever you need to say no clearly and gracefully.</li>
</ul>

<h3 id="building-a-support-network">Building a support network</h3>

<p>Diverse group of people to lean on when you encounter a workplace challenge. Consider each individual as a facet of what an imaginary ideal manager would be. This is what is known as a <em>Manager Voltron</em> (referring to the show where heroes join forces to create a giant super robot).</p>

<p>Always lookout for people who:</p>

<ul>
  <li>Will push you out of your comfort zone</li>
  <li>Have different levels of experience than you do (both more and less!)</li>
  <li>Have experience in a different industry</li>
  <li>Are good at the things you’re terribly at</li>
</ul>

<p>Where do you find more supporters? And what do you say when you do?</p>

<h4 id="growing-your-voltron">Growing your Voltron</h4>

<p>Consider folks you’re connected to on Twitter, LinkedIn, and other asynchronous networks like industry email lists or Slack channels. Attend local Meetups to meet more folks there, or even better, give a talk at one!</p>

<h4 id="first-team-mentality">First-team mentality</h4>

<blockquote>
  <p>Leaders who are strong team players understand that the people who report to them are not their first team. Their first team is their peers across the company. This first-team consider the needs of the company as a whole before focusing on the needs of their team.</p>
</blockquote>

<p>Shouldn’t you be prioritising what your teammates need over what your peers need?</p>

<p>In order to support your teammates well, it’s important to build a strong relationships with your peers.</p>

<blockquote>
  <p>Instead of spending time and energy watching their backs, your leaders can be focused on moving your organisation forward. When your leaders have built trust with each other it becomes significantly easier to manage change, exhibit vulnerability, and solve problems together.</p>
</blockquote>

<p>If you consider your peers your first-team, you would have a more holistic picture of how others across the company are tackling changes to strategic direction, or are coaching their teammates to grow in their careers. And they would be learning from <em>you</em>, too.</p>

<hr />

<p>A good metaphor for growth is what happens to caterpillars. A caterpillar will have to wrap itself into a cocoon, digest and convert itself to some kind of a gruesome soup, and reform itself into a butterfly.</p>

<p>Growth is beautiful, growth is magnificent, growth is what we should be aiming for. But in actually, growth is <em>painful</em>.</p>

<p>Embrace the uncertainty. Know that it’s there for a purpose, and that you will emerge a transformed manager on the other side.</p>

<h2 id="resources">Resources</h2>

<h3 id="books">Books</h3>

<ul>
  <li><a href="https://www.goodreads.com/book/show/6570502-switch">Switch: How to Change Things When Change is Hard</a>, by Chip Heath and Dan Heath.</li>
  <li><a href="https://www.goodreads.com/book/show/33369254-the-manager-s-path">The Manager’s Path: A Guide for Tech Leaders Navigating Growth and Change</a>, by Camille Fournier</li>
</ul>

<h3 id="papers">Papers</h3>

<ul>
  <li><a href="https://www.americanjournalofsurgery.com/article/S0002-9610(13)00413-3/pdf">Mentoring: Strategies for building an effective mentoring relationship</a>, by doctors Hilary Sanfey, Celeste Holands, and Nancy L. Gantt</li>
  <li><a href="https://www.iacmr.org/Conferences/WS2011/Submission_XM/Participant/Readings/Lecture9B_Jing/Edmondson,%20ASQ%201999.pdf">Psychological safety and learning behaviour in work teams</a> by Amy Edmonson</li>
</ul>

<h3 id="articles">Articles</h3>

<ul>
  <li><a href="https://hbr.org/2018/06/research-when-managers-are-overworked-they-treat-employees-less-fairly">Research: When Managers Are Overworked, They Treat Employees Less Fairly</a></li>
  <li><a href="https://medium.com/s/engineering-growth-framework/engineering-growth-assessing-progress-743620e70763">Engineering growth: assessing progress</a></li>
  <li><a href="https://partners.coactive.com/CTI-learning-hub/fundamentals/res/FUN-Co-Active-Coaching-Skills-Listening.pdf">Coaching Skills: Listening</a></li>
  <li><a href="https://www.attack-gecko.net/2018/09/04/followership/">Followership</a></li>
  <li><a href="https://larahogan.me/blog/better-meetings/">Remote friendly meetings and hygiene</a></li>
  <li><a href="https://larahogan.me/blog/running-working-groups/">How to organise a working group</a></li>
  <li><a href="https://larahogan.me/blog/inclusion-math/">Tracking compensation and promotion inequity</a></li>
  <li><a href="https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/">Five Keys to Successful Google Team</a></li>
</ul>

<h3 id="tools">Tools</h3>

<ul>
  <li>
    <p><a href="https://larahogan.me/resources/Balanced-One-on-Ones.pdf">Balanced 1:1s template</a></p>
  </li>
  <li><a href="https://shop.beplucky.com/products/the-plucky-1-1-starter-pack">1:1 coaching questions deck</a></li>
  <li><a href="https://larahogan.me/blog/onsite-interview-loop-template/">Template for organising consistent, repeatable, and inclusive interviews</a></li>
  <li><a href="https://larahogan.me/blog/manager-handoffs/">Manager hand-off meeting template</a></li>
  <li><a href="https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/foster-psychological-safety/">Google Tool to Foster Psychological Safety</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-23, with 5908 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Bond Shopping - MI6 Q&apos;s Lab Equipment Adventure</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bond-shopping"/>
    <id>/bond-shopping</id>
    <updated>2025-02-22T00:00:00+00:00</updated>
    <published>2025-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="scene-1-mi6-headquarters---qs-lab">Scene 1: MI6 Headquarters - Q’s Lab</h2>

<p>James Bond enters Q’s lab, where Q is working on a new gadget.</p>

<p><strong>Q:</strong> Ah, 007, just in time. I have something special for your next mission.</p>

<p><strong>Bond:</strong> (smirking) I hope it’s not another exploding pen, Q.</p>

<p><strong>Q:</strong> Very funny, Bond. This is a TV, it’s just like 30 other TVs completely indistinguishable to the TV you purchased last week.</p>

<p><strong>Bond:</strong> (examining the gadget) hmm, I’m not sure I’ve heard of “XangTech”, is this a new special branch?</p>

<p><strong>Q:</strong> sort of. Fine. How about this shirt?</p>

<p><strong>Bond:</strong> Sounds useful. And what’s the twist?</p>

<p><strong>Q:</strong> It’s also designed by an unpronounceable name shipped directly from china and comes in Asian sizes and poor grammatical description that it looks like an exact copy of 37,000 other items using the same photoshopped picture. Might be a tight fit.</p>

<p><strong>Bond:</strong> (chuckles) Perfect, what else?</p>

<p><strong>Q:</strong> Right. we can also give you the machine that shows you what other agents usually buy. No Martinis so not relevant to you, Bond.</p>

<p><strong>Bond:</strong> (smiling) A delightful touch, Q.</p>

<p><strong>M:</strong> (nodding) You’re right Q, keeping an eye on adversaries is necessary, Bond, and it’ll be easier if you weren’t half-sozzled all the time.</p>

<p><strong>Bond:</strong> (smiling) Just doing my part for the services economy and country M.</p>

<p><strong>M:</strong> Bond… be careful with your shopping habits.</p>

<p><strong>Q:</strong> (to M) at least he pays taxes.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-22, with 232 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Radical Focus - A Guide to Achieving Goals with OKRs</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/radical-focus"/>
    <id>/radical-focus</id>
    <updated>2025-02-22T00:00:00+00:00</updated>
    <published>2025-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="#introduction">Introduction</a></li>
  <li><a href="#the-framework-for-radical-focus">The framework for Radical Focus</a>
    <ul>
      <li><a href="#why-we-cant-get-things-done">Why we can’t get things done</a></li>
      <li><a href="#a-path-to-success">A path to success</a></li>
    </ul>
  </li>
  <li><a href="#okr-fundamentals">OKR fundamentals</a></li>
  <li><a href="#setting-a-rhythm-of-execution">Setting a rhythm of execution</a>
    <ul>
      <li><a href="#how-to-hold-a-meeting-to-set-okrs-for-the-quarter">How to hold a meeting to set OKRs for the quarter</a></li>
    </ul>
  </li>
  <li><a href="#the-timing-for-okrs">The timing for OKRs</a>
    <ul>
      <li><a href="#preparing-for-the-next-quarter">Preparing for the next quarter</a></li>
      <li><a href="#the-first-time">The first time</a></li>
    </ul>
  </li>
  <li><a href="#okrs-for-mvps">OKRs for MVPs</a></li>
  <li><a href="#improve-weekly-status-emails-with-okrs">Improve weekly status emails with OKRs</a></li>
  <li><a href="#common-okr-mistakes">Common OKR mistakes</a></li>
  <li><a href="#quick-tips-on-okrs-use">Quick tips on OKRs use</a></li>
</ul>

<blockquote>
  <p>Don’t tell people how to do things, tell them what you need done and let them surprise you with their results – General George Patton</p>
</blockquote>

<p>You can release all the features you want, but if it doesn’t solve the underlying business problem, you haven’t really solved anything.</p>

<p>Executives and other stakeholders all too often come up with the quarterly “roadmap” of features and projects and then pass them down to the product teams, essentially telling them how to solve the underlying business problems. Progress is measured by output and not by outcome.</p>

<h2 id="introduction">Introduction</h2>

<p>Ideas, like NDAs, aren’t worth the paper they are printed on. <strong>Ideas are easier to come up, what’s hard, really hard is moving from an idea to reality.</strong></p>

<p>It’s not important to protect an idea. It’s important to protect the time it takes to make it real. You need a system to keep you and your team aimed at your goal.</p>

<p><strong>A startup enemy is time, and the enemy of timely execution is distraction.</strong></p>

<h2 id="the-framework-for-radical-focus">The framework for Radical Focus</h2>

<h3 id="why-we-cant-get-things-done">Why we can’t get things done</h3>

<p>If you are CEO or a manager, you want things for your company. Even in the most successful companies, the thing we have determined must happen, often doesn’t. This is due:
    1. <strong>We haven’t prioritised our goals</strong></p>

<blockquote>
  <p>If everything is important, nothing really is.</p>
</blockquote>

<p>You could probably put stuff in order of importance, choose to work one thing at a time. Setting a single Objective with only three Key Results to measure keeps you focused.
    2. <strong>We haven’t communicated the goal obsessively and comprehensively</strong></p>

<blockquote>
  <p>When you are tired of saying it, people are starting to hear it.</p>
</blockquote>

<p>Once you have the goal projects must be evaluated against it. By repeating the goal in commitment meetings, weekly status emails or Friday wins celebrations, we assure that the goal is in the front of everyone’s mind and tied to all activities.
    3. <strong>We don’t have a plan to get things done</strong>. Will power is a finite resource. you need a process that helps you make sense of the work you need to do, and keeps you on track even when you are tired.
    4. <strong>We haven’t made time for what matters</strong>. The Eisenhower Box (Important/Urgent matrix) is a time management tool. Urgent things get done because the pressure of time. Unless we bring that pressure to important but not urgent things, they won’t get done. Block out time to do what matters. Nothing is as invigorating as a deadline. By committing to work towards the Objective, you assure you’ll be held accountable to progress.
    5. <strong>We give up instead of iterate</strong>. You’ll fail the first time you implement OKRs. Maybe a company will find they have sandbaggers where no one ever sets hard goals; a company that is afraid to fail. Or maybe you have a company where no one makes their Key Results, because people over-promise and under-deliver. The most common fail is no follow-through, people set OKRs just to ignore them afterward. Successful one try again in. The only hope for success is iteration; you track what works, and what does not.</p>

<h3 id="a-path-to-success">A path to success</h3>

<p>We start our journey to our dreams by wanting, but we arrive by focusing, planning and learning.</p>

<h4 id="before-starting-okrs-check-your-mission">Before starting OKRs, check your mission</h4>

<p>If you  think that you create a startup to make money, you are misinformed. <a href="https://www.allmandlaw.com/blog/2013/january/mapping-tech-startups.aspx">90% of startups fail</a>. If you want to change the world you will need a mission.</p>

<p>The mission has to be simple, memorable and act as a guide when you make a decision about how to spend your time. Great missions are inspirational, yet directed.</p>

<p>A mission and an Objective in the OKR model have a lot in common, they are aspirational and memorable, the key difference is time scale. An Objective takes you through a year or a quarter. A mission should last at least five years.</p>

<p>A mission keeps you on the rails. The OKRs provide focus and milestones. Using OKRs without a mission is messy, undirected and potentially destructive. Once you have a mission, selecting each quarter’s Objective is straightforward, you are ready to have conversations on how to move the mission forward.</p>

<h2 id="okr-fundamentals">OKR fundamentals</h2>

<p>OKR stands for <strong>Objectives</strong> and <strong>Key Results</strong>, they came from Andy Grove implementing Peter Drucker’s Management by Objective system at Intel. John Doerr, former intel executive, began evangelising them to all the startups he invested. Some like Google and then Zynga embraced them fully.</p>

<p>The Objective is qualitative, and the KRs (most often three) are quantitative. The objective establishes a goal for a set period of time, usually a quarter. The Key Results tell you if the Objective has been met by the end of the time.</p>

<p>Your <strong>Objective</strong> is a single sentence that is:
    <strong>*Qualitative and Inspirational</strong>. Designed to get people jumping out of bed in the morning with excitement, it provides meaning and progress. Use the language of your team.
    * <strong>Time bound</strong>. For example, doable in a month or a quarter.
    * <strong>Actionable by team independently</strong>. Your Objective has to be truly yours, and you can’t have the excuse of “Marketing didn’t market it”.
   <strong>Key Results</strong> take all that inspirational language and quantify it. “How would we know if we met our Objective?”. Typically you have three Key Results. They can be based on anything you can measure like Growth, Engagement, Revenue, Performance or Quality.</p>

<p>If you select your KRs wisely, you can balance forces like growth and performance, or revenue and quality by making sure you have potentially opposing forces represented.</p>

<p>OKRs are always stretch goals, <strong>KRs should be difficult, not impossible</strong>. A great way to do this is to set a confidence level of five of ten on an OKR. If you want to achieve great things, you have to find a way to make it safe to reach further than anyone has before.</p>

<p>Pushing yourself and your team to bigger things yet not making it impossible. The sweet spot is when you have 50/50 chance of failing.</p>

<p>The company should set an OKR, and then each department should determine how <em>their</em> OKR leads to the company’s successful OKR. A team can focus their OKR ona  single Key Result or try to support the entire set.</p>

<p>Much of the value in OKRs comes from the conversations on what matters.</p>

<p>When setting OKRs for individuals, each one should set OKRs that reflect both personal growth and support the company’s goal. Individual OKRs are about becoming better at your job as well as helping your product get better. When working with individual OKRs, you can set goals to correct problems <em>before</em> they blossom into full disciplinary actions.</p>

<p>OKRs are part of your regular rhythm. Bake them into your weekly team meetings and your weekly status emails. Adjust your confidence levels every single week. Have discussions about why they are going up and down.</p>

<p>Do not change OKRs halfway through the quarter. Fail or nail then, and use that learning to set them better next time. Changing them halfway through teaches your team not to take OKRs seriously.</p>

<p><strong>OKRs aren’t about hitting targets, but about learning what you are really capable of. Failure is positive indicator of stretching.</strong></p>

<h2 id="setting-a-rhythm-of-execution">Setting a rhythm of execution</h2>

<p>It’s important to have a cadence of commitment and celebration. Each Monday, the team should meet to check in on progress against OKRs, and commit to the tasks that will help the company meet its Objective. A format of four key quadrants is recommended:
    <strong><em>Intention for the week**: What are the 3-4 most important things you must get done this week toward the Objective? Discuss if these priorities will get you close to the OKRs.
    * **Forecast for month**: What should our team know is coming up that they can help with or prepare for?
    **</em>Status toward OKRs</strong>: If you set a confidence of five out of ten, has that move up or down? Have a discussion about why.
    * <strong>Health metrics</strong>: Pick two things you want to protect as you strive toward greatness. What can you not afford to eff-up? Key relationships with customers? Code stability? Team well-being? Now mark when things start to go sideways and discuss it.</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>```
┌─────────────────────────────────┬──────────────────────────────────────────┐
│ PRIORITIES THIS WEEK            │ OKR CONFIDENCE                           │
│                                 │                                          │
│ - P1: Close deal with TLM foods │ Objective:                               │
│ - P1: New order flow Spec'd     │     Establish clear value to             │
│ - P1: 3 sales solid candidates  │     distributors as quality tea provider │
│       for interview             │ KR: Reorders at 85%            5/10      │
│                                 │ KR: 20% of reorders self-serve 5/10      │
│                                 │ KR: Revenue of 250K            5/10      │
├─────────────────────────────────┼──────────────────────────────────────────┤
│ NEXT 4 WEEKS - PROJECTS         │ HEALTH                                   │
│                                 │                                          │
│ - Passive reorder notifications │ Team health:                     #yellow │
│ - New self serve flow for       │     Team struggling with                 │
│   distributors                  │     direction change                     │
│ - Metrics for distributors on   │                                          │
│   tea sales                     │ Distributor satisfaction health:  #green │
│ - Hire customer service head    │                                          │
└─────────────────────────────────┴──────────────────────────────────────────┘
```
</code></pre></div></div>

<p>This document is first and last a conversation tool. Set the tone of the meeting to be about team members helping each other to meet the shared goals they have committed to.</p>

<p>Missing your goals without also seeing how far you’ve come is often depressing. Friday wins session is critical. Teams demo whatever they can, every team should share something.</p>

<h3 id="how-to-hold-a-meeting-to-set-okrs-for-the-quarter">How to hold a meeting to set OKRs for the quarter</h3>

<p>Keep the meeting small, ten or fewer people if possible. Should be run by the CEO and must include senior executive team. Take away phones and computers.</p>

<p>A few days before the meeting, solicit all the employees to submit the Objective they think the company should focus on.</p>

<p>Have someone collect and bring forward the best and most popular ones.</p>

<p>Set aside 4.5 hours to meet. Two 2-hour sessions, with 30 minute break.</p>

<p>Each exec head should have an Objective or two in mind to bring to the meeting.</p>

<p>Combine similar Objectives and narrow them to three.</p>

<p>Have all members of the exec team <em>freelist</em> as many metrics as they can think of to measure the Objective. You put one idea on each Post-it so you can rearrange, discard or modify the data you have. If two people write down DAU, you can put those on top of each other and count two votes for that metric.</p>

<p>Pick three types of metrics.</p>

<p>It’s easier to discuss what to measure, then what the value should be and if it’s really a “shoot for the moon” goal.</p>

<p><strong>It’s recommended having a usage metric, a revenue metric and a satisfaction metric for the KRs. Find different ways to measure success. Two revenue metrics might have an unbalanced approach to success.</strong></p>

<p>Set the values for the KRs. Make sure they really are “shoot for the moon” goals. You should have only 50% confidence you can make them. Challenge each other.</p>

<p>Take five minutes to discuss the final OKR set.</p>

<h2 id="the-timing-for-okrs">The timing for OKRs</h2>

<p>Plan out the timing for OKR implementation, teh standard rhythm from quarter to quarter:</p>

<ol>
  <li>All employees submit the Objective they think the company should pursue next quarter.</li>
  <li>Exec team in half-day session discusses the Objective propose. They choose one. The team sets the KRs, as outlined previously.</li>
  <li>Execs introduce the OKR for quarter to their direct reports, and have them develop department OKRs.</li>
  <li>CEO approval.</li>
  <li>Department head gives the company and department OKRs to any sub-teams, and these teams develop their own.</li>
  <li>All hands meeting in which CEO discusses why the OKR is what it is for the quarter, and calls out a few exemplary ones set by directs. Covers last quarters OKRs and points out a few key wins from the quarter.</li>
</ol>

<h3 id="preparing-for-the-next-quarter">Preparing for the next quarter</h3>

<p>Admit you have missed a KR, or admit you set a KR too low and hit too easily.Get that learning, and roll it into your next goal-setting exercise.</p>

<p>OKRs are about continuous improvement and learning cycles.</p>

<h3 id="the-first-time">The first time</h3>

<p>The first time you try OKRs, you are likely to fail. Your team may become disillusioned with the approach, and be unwilling to try them again. To reduce this risk:
    1. Start with only one OKR for the company.
    2. Have <em>one</em> team adopt OKRs before the entire company does.
    3. Start out by applying OKRs to projects.</p>

<h2 id="okrs-for-mvps">OKRs for MVPs</h2>

<p>Anyone initiating a new feature should outline a clear Objective and a set of Key Results to better understand why we are doing the work.</p>

<p>Including OKRs on the Kanban cards forces the team to answer two important questions before anything is built:
    1. What are we trying to achieve with this feature?
    2. How do we measure success or failure?</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>```
┌───────────────────────────┐
│ MVP: EXAMPLE              │
│                           │
│ - Hypothesis (Objective): │
│ - Key result:             │
│ - Method:                 │
│ - Stories:                │
└───────────────────────────┘
```
</code></pre></div></div>

<p>This allows to prioritise work on the roadmap based on its expected impact in business goals.</p>

<p>If the business has an Objective, we can prioritise features that we think will have the biggest impact on that area.</p>

<p>Being able to quickly recite the business logic behind a feature and its position in the queue can make conversations much more efficient and less emotional!</p>

<h2 id="improve-weekly-status-emails-with-okrs">Improve weekly status emails with OKRs</h2>

<p>At Zynga, reports were sent to the entire management team, these status reports were very successful because they ahd important information laid out in a digestible format.</p>

<ol>
  <li><strong>Lead with your team’s OKRs, and how much confidence you have that you are going to hit them this quarter.</strong> You list OKRs to remind everyone <em>why</em> you are doing the things you do. How likely you feel you will meet your Key Results on a scale from 1 to 10. Red falls below 3, green as it passes 7.</li>
  <li><strong>List last week’s prioritised tasks and if they were achieved.</strong> If they were not, a few words to explain why.</li>
  <li><strong>Next list next week priorities.</strong> Only P1s, they have to have a clear outcome.</li>
  <li><strong>LIst any risks or blockers.</strong> Things you can’t solve yourself. Do <em>not</em> play the blame game. List anything you know tof that could keep you from accomplishing what you set out to do.</li>
  <li>
    <p><strong>Notes.</strong> Anything that doesn’t fit in these categories.</p>

    <p>To: exec-team@ example.com
 Subject: Week of 10/15/2020
 Body:</p>

    <p>Objective: Establish clear value to restaurant suppliers as a quality tea provider,
 KR: Reorders at 85%              6/10
 KR: 20% of reorders self-service 6/10
 KR: Revenue of 250K              4/10</p>

    <p>LAST WEEK
 P1 Close new deal with TLM Foods NOT DONE - extra surprise level of approvals
 P1 New Order flow spec’d and approved
 P1 3 solid sales candidates in for interview NOT DONE one flaked, need better pipeline. Discuss?
 P2 Customer service job description to recruiter DONE</p>

    <p>NEXT WEEK
 P1 Close deal with TLM
 P1 Offer out to Dave Kimton
 P1 Usability tests: discover and prioritise key issues with self-serve</p>

    <p>NOTES
 Anyone know the procurement VP at Johnson Supplies?
 Also, lmk if you want to sit in on usability! It’s good for your soul, y’know….</p>
  </li>
</ol>

<p>This format also fixes another key challenge large organisations face: coordination.</p>

<p>Coordinating organizational efforts is critical to compete and innovate. Giving up on the status email is a strategic error.</p>

<h2 id="common-okr-mistakes">Common OKR mistakes</h2>

<ul>
  <li><strong>You set too many goals per quarter.</strong> Try setting only one.</li>
  <li><strong>You set OKRs for a week or a month.</strong> Startups maybe shouldn’t use OKRs before achieving product market fit. If you can’t keep on track longer than a week, you probably aren’t ready for OKRs.</li>
  <li><strong>You set a metric-driven Objective.</strong> The Objective needs to be inspirational.</li>
  <li><strong>You don’t set confidence levels.</strong> OKRs are there to encourage you to shoot for the moon. Setting a confidence level of five out of ten means you have a 50% chance of hitting the goal. That’s stretching.</li>
  <li><strong>You don’t track changing confidence levels.</strong> Mark changes as you get new information.</li>
  <li><strong>You use the four-square on Monday as a status report.</strong> Discuss what needs discussing.</li>
  <li><strong>You talk tough on Friday.</strong> Let’s crack a beer and toast what we <em>did</em> accomplish. Let’s be proud of what setting big goals did let us accomplish.</li>
</ul>

<h2 id="quick-tips-on-okrs-use">Quick tips on OKRs use</h2>

<ul>
  <li>Set only one OKR for the company, unless you have multiple business lines.</li>
  <li>Give yourself three months for an OKR.</li>
  <li>Keep the metrics out of the Objective.</li>
  <li>In the weekly check in, open with company OKR, then do groups. Don’t do individuals, that’s better in private.</li>
  <li>OKRs cascade; set the company OKRs, then group’s/role’s, and then individuals.</li>
  <li>OKRs are not the only thing you do; they are the one thing you <em>must</em> do. Don’t jam every task intoOKRs.</li>
  <li>The Monday OKR check in is a <em>conversation</em>.</li>
  <li>Encourage employees to suggest company OKRs. OKRs are great bottom up, not just top down.</li>
  <li>Make OKRs available publicly for the whole company.</li>
  <li>Friday celebrations is an antidote to Monday’s grim business.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-22, with 2954 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Tyrannical authoritarian state told to fuck off</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tyrannical-authoritarian-state"/>
    <id>/tyrannical-authoritarian-state</id>
    <updated>2025-02-22T00:00:00+00:00</updated>
    <published>2025-02-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Gruber (Daring Fireball)</name>
      <uri>https://daringfireball.net/</uri>
    </author>
    <content type="html"><![CDATA[<p>Fuck off, indeed.</p>

<blockquote>
  <p>The bottom line is that the UK government is proceeding like a tyrannical authoritarian state. That’s not hyperbole. And the breathtaking scope of their order — being able to secretly snoop, without notice that they even have the capability, not only on their own citizens but every Apple user in the entire world — suggests a delusional belief that the British Empire still stands. It’s simultaneously infuriatingly offensive, mathematically ignorant (regarding the nature of end-to-end encryption), dangerous (as proven by the recent Salt Typhoon attack China successfully waged to eavesdrop on non-E2EE communications in the United States), and laughably naive regarding the UK’s actual power and standing in the world.</p>

  <p>Apple is, rightly and righteously, telling them to fuck off.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-22, with 121 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] State of the Castro app 2024</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/catro-year-end"/>
    <id>/catro-year-end</id>
    <updated>2025-02-21T00:00:00+00:00</updated>
    <published>2025-02-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/state-of-the-app-year-1</uri>
    </author>
    <content type="html"><![CDATA[<p>As a big fan of the Castro app I’m also happy with the performance improvements over the last year under new ownership. I don’t feel like I am missing entire podcasts in my feed any more… been subscribed to over 230 makes it hard to track if one stops publishing or the engine is broken. I don’t have to worry about this</p>

<blockquote>
  <p>Overall I’m happy with Castro’s improvements over the past year, but we need to move iOS product out the door faster. That’s my number one focus and hopefully you will start to see those efforts bear fruit soon. Until then, I thought I’d share some of the work we’ve done that isn’t as easy for you to see but does matter a great deal.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-21, with 128 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Confidence and Competence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/confidence-and-competence"/>
    <id>/confidence-and-competence</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>
    <p>Let people go when they are both confident and competent. If they know what they’re doing then you can set goals and get out of the way.</p>
  </li>
  <li>
    <p>Coach people when they are competent but lack confidence. If they’re good but they don’t know it then support them in finding the answers themselves.</p>
  </li>
  <li>
    <p>Retrain people who are confident but not actually competent. If they think they’re good, but they’re actually not, it’s time to take them back to re-learn the thing they’re doing.</p>
  </li>
  <li>
    <p>Direct people who really don’t know what they’re doing. If they’re doing something new and unfamiliar it’s fine to step in and tell them how to do it.</p>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 120 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Drama Triangle - Workplace Conflict Recognition Guide</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/drama-triangle"/>
    <id>/drama-triangle</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Charles Lambdin</name>
      <uri>https://charleslambdin.wordpress.com/2019/12/06/recognizing-and-avoiding-drama-at-work-and-in-life/</uri>
    </author>
    <content type="html"><![CDATA[<p>Based on Eric Berne’s theory of Transactional Analysis and his concept of games, but added to the dialogue the idea that drama and games largely stem from an underlying sense of “not okayness.”</p>

<p>The basic idea is simple. How do you tend to feel about yourself? About others? These two things, together, can be shown as a 2×2 grid. You may tend to “hang out” in one quadrant of the matrix more than others. This is your “life position.” The aim, obviously, is to spend as much of your time in the top right as possible (adapted from Mountain &amp; Davidson, 2016).</p>

<p><img src="/images/ok-not-ok.png" alt="ok not ok" /></p>

<p>If the triangle below represents “drama,” then staying in the position of “I’m OK – You’re OK” is the avoidance of drama and shows a level of maturity.</p>

<p><img src="/images/drama-triangle.png" alt="drama triangle" /></p>

<p>If there is drama then you are playing one of the roles in th triangle or at least being invited to play the game with a colleague.</p>

<p>If you are a manager, this is definitely a dynamic you should be paying attention to. Are the people considered “rock stars” really just perpetuating drama? Are they Rescuers who surround themselves with Victims? Or are they Persecutors who go in, throw their weight around, take all the credit, and then leave scorched earth behind them? Neither are good or value-adding.</p>

<p>You might think it is most common for an organisation leader to play <code class="language-plaintext highlighter-rouge">Persecutor</code>, however, it is more common for the organisation leader to play <code class="language-plaintext highlighter-rouge">Victim</code> and surround herself with <code class="language-plaintext highlighter-rouge">Rescuers</code>. They will turn <code class="language-plaintext highlighter-rouge">Persecutor</code> only when staff fail to sufficiently rescue.</p>

<h2 id="how-to-deal-with-drama-and-games">How to deal with drama and games</h2>

<ol>
  <li>Increase your awareness of drama and games</li>
  <li>Change your perceptual position</li>
  <li>Tame your advice monster</li>
  <li>Improve your self-concept</li>
  <li>Cross the transaction</li>
  <li>Respond to the ulterior message</li>
  <li>Confront the game</li>
  <li>Counter with ground rules</li>
  <li>Learn to spot the discount</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 327 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Dreyfus Model - Skill Acquisition and Learning Stages</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dreyfus-model"/>
    <id>/dreyfus-model</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Novice - rigid adherence to taught rules or plans</li>
  <li>Advanced Beginner - Needs small, frequent rewards; limited “situational perception”</li>
  <li>Competent - Can develop conceptual models, can troubleshoot</li>
  <li>Proficient - Driven to seek larger conceptual model, can self-correct</li>
  <li>Expert - Intuitive grasp of situations based on deep, tacit understanding, monitoring awareness</li>
  <li>Mastery - Holistic recognition, intuitive decision making, absorbed awareness</li>
</ul>

<p>The goal with embracing Agile practices should always to put the users/customers at the forefront of the decision-making process, to inspect and adapt to quickly learn what is working and what isn’t, and to deliver useable things as quickly as possible to those users to get their feedback. To deliver this well, you need a high functioning, trusting team, and this typically requires some structural changes to enable teams to be set up like this from the beginning. That can take some time or multiple iterations before organizations are able to do their best agile work.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 157 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Five step coaching habit</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/five-step-coaching-habit"/>
    <id>/five-step-coaching-habit</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>To build an effective new habit, you need five essential components: a reason, a trigger, a micro-habit, effective practice, and a plan.</p>

<blockquote>
  <p>Taken from the book “The Coaching Habit: Say Less, Ask More and Change the Way You Lead Forever” by Michael Bungay Stanier</p>
</blockquote>

<ul>
  <li>A reason</li>
  <li>A trigger</li>
  <li>A micro habit</li>
  <li>Effective practice</li>
  <li>A plan</li>
</ul>

<p>Think less about what your habit can do for you, and more about how this new habit will help a person or people you care about.</p>

<p>Plan How to Get Back on Track. Resilient systems build in fail-safes so that when something breaks down, the next step to recover is obvious. Make your habit a resilient system.</p>

<p><a href="https://www.amazon.co.uk/Power-Habit-Why-What-Change/dp/1847946240">Charles Duhigg</a> says that there are just five types of triggers: location, time, emotional state, other people, and the immediately preceding action.</p>

<p>Define the new behavior, one that will take sixty seconds or less to do.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 153 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Four Fixations of a Brilliant Leader</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/four-fixations-of-a-brilliant-leader"/>
    <id>/four-fixations-of-a-brilliant-leader</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>This Is based on the VIDA way of leadership.</p>

<h2 id="vision">Vision</h2>

<p>The objective of a vision is to create a highly desirable future state, one which attracts people to be a part of the endeavour to make it real, and which creates engagement and alignment around the common goal.</p>

<p>The three key behaviours underpin the creation of an inspiring leadership vision.</p>

<h3 id="the-first-is-gathering-information-using-the-seven-questions">The first is gathering information using the seven questions</h3>

<ul>
  <li>Who are the current stakeholders?</li>
  <li>What are the main external trends?</li>
  <li>What are the critical factors in our systems and processes?</li>
  <li>What aspects of the team empower people the most?</li>
  <li>What aspects disempower people?</li>
  <li>What do we know?</li>
  <li>What don’t we know?</li>
</ul>

<h3 id="the-second-behaviour-is-creating-a-vision-is-called-concept-formation">The second behaviour is creating a vision is called concept formation</h3>

<p>This about linking ideas and bringing key ideas from different places. Techniques include Spider’s web or Pizza Pie Chart.</p>

<p>The pizza pie chart is a circle, like a clock face split into 12 segments and with 5 concentric circles. The idea is to cluster the outcomes of the first questions above in to logical groups - things that seem to go together, starting on the outside. Once this is complete one then moves the things that are most important i.e. more central to the vision, inwards towards the centre. Clearly formed ideas become visible.</p>

<h3 id="the-third-vital-thinking-behaviour-is-flexible-thinking">The Third vital thinking behaviour is flexible thinking</h3>

<p>This is rare, but people who di it have trained themselves to become very good at forming a second choice, an alternative vision, solution, or course of action that is every bit as good as the first one. Finding the second right answer.</p>

<h2 id="inspiration">Inspiration</h2>

<p>The ability to get your message across both clearly and concisely. What one says needs to be well-structured. Whether it is to an audience, a board meeting, or an individual,one needs to have the basics in place - good eye contract and minimal distractions, it is vital that one communicates one’s key ideas with economy and clarity</p>

<h2 id="development">Development</h2>

<p>As soon as one starts to put more fluid and responsive structures in place, one generates a need for people to become more flexible and more creative, in terms of thinking about what they are doing and how do it better. That generates a need for systems thinking and collaborative behaviours.</p>

<p>This is split in to 3 sections.</p>

<ul>
  <li>Investment in teamwork - equalising airtime of different group members, facilitating dialogue between them to enable sight of connections and similarities of their ideas.</li>
  <li>Building a climate of trust, understanding, and openness. One in which people are valued for saying what they really think without the fear of criticism, judgement, nor punishment.</li>
  <li>Developing capabilities of people -  The role of the leader is to build that environment and to create way for others to coach, mentor, train, and provide recognition and vie constructive performance feedback.</li>
</ul>

<h2 id="action">Action</h2>

<p>Action is probably the area in which leaders or would-be leaders need the least personal help or development. This is about ensuring one takes the right action. The key point is the extend to which one can reduce the constraints on people to enhance their freedom to act and broaden their scope to use initiative.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 536 words.</p>
          <p><center>***</center></p>
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          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Four habits that derail listening</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/four-habits-that-derail-listening"/>
    <id>/four-habits-that-derail-listening</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Listening is a key attribute of a coach, leader, team member and colleague. Consider the feelings of what is being said and not just the words used. Listen to the pauses. Listen to how things people are saying and not just what they are saying.</p>
</blockquote>

<h2 id="dramatic-listener">Dramatic listener</h2>

<p>They get engrossed in the emotion and want to be come an actor in it. Dramatic listeners tend to get caught up in the problem som much so they they don’t hear the idea or the solution. They may come away from an interaction feeling like they have really connected when in fact, they have not.</p>

<h2 id="interrupting-listener">Interrupting listener</h2>

<p>We notice these people the most. They are coming from a place of concern and tend to listens to fix and solve the problem. They finish sentences wrongly and many listen for places to jump in as much as they are listening for the words. They can often appear busy or in a rush, they value time differently so interrupt in a hope of getting to the point or perceived solution sooner.</p>

<h2 id="lost-listener">Lost listener</h2>

<p>These listeners tend to zone out and appear disinterested or not present. Lost listeners may be focused on something else. Technology devices have the potential to distract them substantially. They may make noises of encouragement to continue. Question why they are there in the first place - If there is no value for them then allow them to leave.</p>

<h2 id="shrewd-listener">Shrewd listener</h2>

<p>These listeners are solving the current problem and also the next problem. They may create problems in their own mind that are not even what the speaker said. They are smart enough not to interrupt, and often appear very engaged, but are not necessarily listening.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 291 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Four Stages of Competence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/four-stages-of-competence"/>
    <id>/four-stages-of-competence</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Unconscious incompetence</li>
</ul>

<blockquote>
  <p>The individual does not understand or know how to do something and does not necessarily recognize the deficit. They may deny the usefulness of the skill. The individual must recognize their own incompetence, and the value of the new skill, before moving on to the next stage. The length of time an individual spends in this stage depends on the strength of the stimulus to learn.</p>
</blockquote>

<ul>
  <li>Conscious Incompetence</li>
</ul>

<blockquote>
  <p>Though the individual does not understand or know how to do something, they recognize the deficit, as well as the value of a new skill in addressing the deficit. The making of mistakes can be integral to the learning process at this stage.</p>
</blockquote>

<ul>
  <li>Conscious Competence</li>
</ul>

<blockquote>
  <p>The individual understands or knows how to do something. However, demonstrating the skill or knowledge requires concentration. It may be broken down into steps, and there is heavy conscious involvement in executing the new skill.</p>
</blockquote>

<ul>
  <li>Unconscious Competence</li>
</ul>

<blockquote>
  <p>The individual has had so much practice with a skill that it has become “second nature” and can be performed easily. As a result, the skill can be performed while executing another task. The individual may be able to teach it to others, depending upon how and when it was learned.</p>
</blockquote>

<p><img src="/images/four-stages-of-competence.png" alt="&quot;Four Stages of Incompetence&quot;" /></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 226 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] The Johari Window</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/johari-window"/>
    <id>/johari-window</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The Johari window is a technique that helps people better understand their relationship with themselves and others.</p>

<p>In the exercise, subjects pick several adjectives from a list, choosing ones they feel describe their own personality. The subject’s peers then get the same list, and each picks an equal number of adjectives that describe the subject. These adjectives are then inserted into a two-by-two grid of four cells.</p>

<h2 id="the-four-quadrants">The Four Quadrants</h2>

<h3 id="open-or-arena">Open, or Arena</h3>

<blockquote>
  <p>Adjectives that both the subject and peers select go in this cell (or quadrant) of the grid. These are traits that subject and peers perceive.</p>
</blockquote>

<h3 id="hidden-or-façade">Hidden, or Façade</h3>

<blockquote>
  <p>Adjectives selected by the subject, but not by any of their peers, go in this quadrant. These are things the peers are either unaware of, or that are untrue but for the subject’s claim.</p>
</blockquote>

<h3 id="blind-spot">Blind Spot</h3>

<blockquote>
  <p>Adjectives not selected by subjects, but only by their peers go here. These represent what others perceive but the subject does not.</p>
</blockquote>

<h3 id="unknown">Unknown</h3>

<blockquote>
  <p>Adjectives that neither subject nor peers selected go here. They represent subject’s behaviors or motives that no one participating recognizes - either because they do not apply or because of collective ignorance of these traits.</p>
</blockquote>

<p><img src="/images/johari-window-grid.png" alt="&quot;Johari Window&quot;" /></p>

<h4 id="adjectives-to-use">Adjectives to use</h4>

<ul>
  <li>able</li>
  <li>accepting</li>
  <li>adaptable</li>
  <li>bold</li>
  <li>brave</li>
  <li>calm</li>
  <li>caring</li>
  <li>cheerful</li>
  <li>clever</li>
  <li>complex</li>
  <li>confident</li>
  <li>dependable</li>
  <li>dignified</li>
  <li>empathetic</li>
  <li>energetic</li>
  <li>extroverted</li>
  <li>friendly</li>
  <li>giving</li>
  <li>happy</li>
  <li>helpful</li>
  <li>idealistic</li>
  <li>independent</li>
  <li>ingenious</li>
  <li>intelligent</li>
  <li>introverted</li>
  <li>kind</li>
  <li>knowledgeable</li>
  <li>logical</li>
  <li>loving</li>
  <li>mature</li>
  <li>modest</li>
  <li>nervous</li>
  <li>observant</li>
  <li>organized</li>
  <li>patient</li>
  <li>powerful</li>
  <li>proud</li>
  <li>quiet</li>
  <li>reflective</li>
  <li>relaxed</li>
  <li>religious</li>
  <li>responsive</li>
  <li>searching</li>
  <li>self-assertive</li>
  <li>self-conscious</li>
  <li>sensible</li>
  <li>sentimental</li>
  <li>shy</li>
  <li>silly</li>
  <li>spontaneous</li>
  <li>sympathetic</li>
  <li>tense</li>
  <li>trustworthy</li>
  <li>warm</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 273 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] MECE - Mutually Exclusive Collectively Exhaustive</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mece"/>
    <id>/mece</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Pronounced mee-see, the basic idea is simple that lists should be complete and of equal footing.</p>

<p>Mece is a tool created by a leading business strategy firm. It stands for Mutually Exclusive, Collectively Exhaustive, and dictates the relationship of content.</p>

<p>Being good at strategy goes hand-in-hand with being good at creating lists.</p>

<p>examples:</p>

<p><code class="language-plaintext highlighter-rouge">North, South, East, West</code> is a mece list
   <code class="language-plaintext highlighter-rouge">Profit = Revenue - cost</code> is a mece list
   <code class="language-plaintext highlighter-rouge">0-21, 22-45, 46+</code> is technically mece as no groups overlap but it isn’t good for strategy as its too fine grained and lacks clarity.</p>

<p>When tasked with providing a list of recommendations, ensure the list is mece - although this might not be visible in a proposal is can be referenced to show thorough thought processes and that you have done your homework.</p>

<p>Then from the list of acceptable options rank them in Good, Better, and Best (which is also mece - as adding Horrible as an option wouldn’t be appropriate in the category of ‘acceptable’ options.</p>

<p>Organising lists this where will give you and executives confidence that all things have been considered.</p>

<p>Using Mece as a lens to view others work will improve your powers of analysis, will improve team work as they will see the value.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 214 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Objective Setting and Evidencing Guide</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/objective-setting-and-evidencing-guide"/>
    <id>/objective-setting-and-evidencing-guide</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Notes: Publish this somewhere on the intranet or wiki, so it’s visible to your direct reports/teams. There should be no surprises</p>
</blockquote>

<h2 id="purpose">Purpose</h2>

<p>The primary objective for each team, is to deliver on the strategic roadmap and BAU activity as required by the business and as such this is not reflected in individual objectives. It is our collective purpose.</p>

<p>Individual objectives are set around performance-based goals adjacent to this, with the aim to improve the holistic performance of the engineering function.</p>

<h2 id="method">Method</h2>

<ol>
  <li>
    <p>Set one or two business-related objectives per engineer per quarter - these are often likely to be the same across engineers within a team as we aim for high-performing teams and not individuals.</p>
  </li>
  <li>
    <p>Additionally, and crucially, there is one personal objective per engineer per quarter to focus on personal development and growth, whether that is training on agile, specific technology or techniques, or perhaps working towards an Azure certification. These should be engineer-led but with agreement from the Head of Engineering.</p>
  </li>
</ol>

<h2 id="objectives">Objectives</h2>

<p>[Provide link to objective tooling e.g., HR system]</p>

<h2 id="evidence">Evidence</h2>

<p>Following a similar approach to science experiments at school in the UK, for those that remember them. Using the following outline provides a good template for succinct evidence.</p>

<ul>
  <li>Hypothesis (what do you expect to happen)</li>
  <li>Method (What steps did you take)</li>
  <li>Conclusion (what was the outcome)</li>
  <li>Evaluation (what will you try next time)**</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 239 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] One-to-one Checklist</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/one-to-one-checklist"/>
    <id>/one-to-one-checklist</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 15Five</name>
      <uri>https://www.15five.com/blog/one-on-one-meeting-checklist/</uri>
    </author>
    <content type="html"><![CDATA[<p>Too often, managers shy away from one on one meetings because they don’t know how to structure them or how to have difficult conversations. Plus, it’s easy to cut out meetings that you feel aren’t bringing value. But when executed well, one on ones have the power to significantly boost team productivity, morale, and engagement.</p>

<p>Below, I’ll share how you can prepare, structure, and make the most out of every one on one you have.</p>

<h2 id="take-time-to-make-time">Take time to make time</h2>

<p>It seems counter-intuitive that spending time will free up time, but that’s exactly what one on ones can do. These meetings help managers avoid overwhelm by ensuring the team is focused on the right task. Taking a few minutes to coach employees frees up your time to focus on your own work with the confidence that you won’t be putting out fires later.</p>

<p>Beyond that, one on ones offer dedicated time for mentoring and coaching. Taking this opportunity to help guide your employees on their personalized path to success lets them know that they’re fully supported, which can contribute to a strong sense of belonging.</p>

<p>While there is no single answer for how often you should have one on ones; what matters most is creating the cadence and honouring it consistently.</p>

<h2 id="before-the-one-on-one-meeting">Before the one on one meeting</h2>

<p>You’ll have to do a bit of homework prior to every one on one, especially if you are starting from scratch.</p>

<ol>
  <li>
    <p>Set the context of human care.  One on ones are a space for the growth of each employee with a manager who is personally invested in them. That means that you must meet whether things are good or bad. When things are going poorly, it’s time for a difficult conversation. When things are going well, use the time to appreciate the person’s accomplishments and help guide them into their career trajectory.</p>
  </li>
  <li>
    <p>Paint a picture of what excellence looks like. Before you get specific about individual performance, depersonalize things. What would excellence look like for the person in this role? What work would equate to success?</p>
  </li>
  <li>
    <p>Set an agenda. You have to understand what’s going on within your team so that you can use one on ones effectively. One on ones are a collaborative effort and agenda items will be based on concerns from you and from your employee. Ask one of these questions at least a day before the meeting:</p>

    <ul>
      <li>“What do you want to discuss in our next one on one meeting?”</li>
      <li>“What challenges are you facing?”</li>
    </ul>
  </li>
  <li>
    <p>Create a plan. Managers, it’s up to you to help employees bridge the gap between where they are and where they could be. Think about the behaviors of your employee and what could be standing in their way of success.</p>
  </li>
</ol>

<h2 id="the-heart-of-the-meeting">The heart of the meeting</h2>

<ol>
  <li>
    <p>Begin with a check-in. How are the both of you feeling? This can be one word or a phrase or a conversation. If your employee doesn’t feel safe, they will say what they think you want to hear. Build trust by sharing how you feel first. The more authentic and vulnerable, the better.</p>
  </li>
  <li>
    <p>Get updates on employee objectives. These are action items that were set in the previous one on one. They should include tasks that support the employee’s quarterly objectives.</p>
  </li>
  <li>
    <p>Get personal (sort of). Your people are so much more valuable than the work they produce. Ask them how they’re doing outside of work and check in with them on a personal level. It’s helpful to take work out of the equation sometimes.</p>
  </li>
  <li>
    <p>Discuss challenges. Address employee concerns by asking them where they feel stuck. Listen to their answers and help them turn it into a learning opportunity. Telling them what to do won’t help them to grow or develop, so instead, commit to solving the problem together.</p>
  </li>
  <li>
    <p>Hold your employees accountable. Set clear expectations of what excellence looks like, and continuously follow up. When it’s time to offer constructive feedback, don’t wait until their next performance review. Giving feedback immediately following an event has the greatest impact on performance.</p>
  </li>
  <li>
    <p>Ask about morale. A “performance over everything” mentality is disastrous for team camaraderie and won’t promote healthy collaboration. Ask questions to learn how your employees are honoring the core company values.</p>
  </li>
  <li>
    <p>Recognize wins. High performing organizations are far more supportive and complementary than low performing organizations. Before going into your one on one, have several examples of things your employee did well, times when they showed growth, and/or really utilized their strengths.</p>
  </li>
  <li>
    <p>Create action items. Setting clear expectations and timelines will help your employees stay focused on priorities and increase the rate at which they develop.</p>
  </li>
  <li>
    <p>Take coaching notes. Providing coaching notes for employees to look back on will come in handy when an employee faces a familiar challenge that you’ve helped them through before, and when it’s time to reflect on past conversations for performance reviews.</p>
  </li>
  <li>
    <p>Take personal notes. Part of employee development is letting them contemplate a problem on their own. Record your own private thoughts to refer back to when looking at the arc of employee performance and development over time.</p>
  </li>
  <li>
    <p>Follow up. One on ones only work when they’re ongoing and consistent. Keep this commitment and you will create effective feedback loops and help build stronger connections with your team.</p>
  </li>
</ol>

<p>One on ones are more than just meetings, they’re one of your most important productivity tools. Use these meetings to help your employees grow, learn how to use their strengths, and live more fulfilled lives at work and beyond.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 954 words.</p>
          <p><center>***</center></p>
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          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Radical Candor - Effective Leadership Communication</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/radical-candor"/>
    <id>/radical-candor</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting RadicalCandor.com</name>
      <uri>https://www.radicalcandor.com/our-approach/</uri>
    </author>
    <content type="html"><![CDATA[<p>Radical Candor is Caring Personally while Challenging Directly. At its core it is guidance and feedback that is both kind and clear whilst specific and sincere.</p>

<p><img src="/images/radical-candor.png" alt="Radical Candor two by two image" /></p>

<p>What it is not…</p>

<h2 id="obnoxious-aggression">Obnoxious Aggression</h2>

<p>This is ‘brutal honesty’ - challenging but not caring</p>

<h2 id="ruinous-empathy">Ruinous Empathy</h2>

<p>This is what happens when you want to spare someone’s short-term feelings, so you don’t tell them something they need to know. You Care Personally, but fail to Challenge Directly.</p>

<h2 id="manipulative-insincerity">Manipulative Insincerity</h2>

<p>This is backstabbing, political or passive-aggressive behaviour. It is what happens when you neither Care Personally nor Challenge Directly and being ‘Two faced’. Should you be a leader if you genuinely feel like this?</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 121 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Six Conversations of a Brilliant Manager</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/six-conversations-of-a-brilliant-manager"/>
    <id>/six-conversations-of-a-brilliant-manager</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="what-can-you-do-about-that">What can you do about that?</h2>

<p>The essence of this conversation is to work through the four-part structure <em>only asking</em> questions. As soon as you start ‘telling’, offering advice or making suggestion, you have stopped coaching.</p>

<ol>
  <li>Help the person to identify a good goal</li>
  <li>Help the person to work out where they are in respect to the goal - where are they starting from.</li>
  <li>Help them to identify some options - different ways to achieve the goal, or different ways to get started; don’t just go with the first idea</li>
  <li>Make sure they tell you what they are going to do, what their first action will be, when they will do it and when they will come back to tell you that they have done it.</li>
</ol>

<h2 id="who-should-really-own-this">Who should really own this?</h2>

<p>This is a very different conversation, although it too has a four-part structure. Your first intention here should be to find out what the situation actually is, getting down to hard facts. Then it’s about finding out how the situation has occurred, The critical thing here is to avoid blame.</p>

<ol>
  <li>Where are we now?</li>
  <li>How did we get here?</li>
  <li>What can we do?</li>
  <li>Who’s doing what - and by when?</li>
</ol>

<h2 id="how-should-we-be-behaving">How should we be behaving?</h2>

<p>Difficult conversations come in many guises. Usually they are difficult because we think the other person is going to react badly. The bad reaction might be resistance to the message, taking offence, or becoming upset or angry. So the first thing to do is try ot frame the conversation more positively to yourself rather than giving feedback think of it has a highly developmental conversation.</p>

<ol>
  <li>State the problem behaviour</li>
  <li>Say why it is a problem</li>
  <li>Sway what you expect</li>
  <li>Ask for their perspective</li>
  <li>Ask for their solution</li>
  <li>If you accept their solution move on, if not say what solution you would accept</li>
  <li>Summarise the solution and agree when you will review it</li>
</ol>

<h2 id="who-is-really-doing-this">Who is really doing this?</h2>

<p>Do not talk about how it should be done, but just the what and why. In more complex situations you may need to cover phases of delivery, milestones, resourcing etc.</p>

<ol>
  <li>Set the scene</li>
  <li>Describe the task.</li>
  <li>Set the timeline</li>
  <li>Be clear on the limits of authority</li>
  <li>Check the other person’s understanding of the for key points</li>
</ol>

<h2 id="where-are-we-heading">Where are we heading?</h2>

<p>The key to this conversation is that you are not taking on responsibility for the other person’s career - that’s their responsibility.</p>

<p>The key points you need to get across to the other person are that they need to:</p>

<ol>
  <li>Fortify themselves with knowledge</li>
  <li>Broaden their experience and raise their profile as much as possible</li>
  <li>Look for new responsibilities</li>
  <li>Ask for feedback</li>
  <li>Confront themselves - work out what they really are good at, accept that we all have limitations, be honest with themselves about what they really want, and hear what other people say.</li>
</ol>

<h2 id="how-are-we-doing">How are we doing?</h2>

<p>The appraisal.</p>

<ol>
  <li>Recognise - recent achievements</li>
  <li>Empathise - listen and learn</li>
  <li>Encourage - what do they want to improve?</li>
  <li>Ask - them to consider your suggestions</li>
  <li>Coach (see conversation 1)</li>
  <li>Build - their confidence in future success.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 535 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Sprint Review Q and A</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sprint-review-q-and-a"/>
    <id>/sprint-review-q-and-a</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>To provide some ‘go to’ questions for sprint reviews. By asking these every sprint, the teams will hopefully realise this and come prepared with answers. We can then move these questions on to more challenging things in the hope of driving out better working practices, better sprint reviews and better happier people.</p>

<h2 id="key-terms-or-concepts">Key terms or concepts</h2>

<ul>
  <li>Value</li>
  <li>Outcomes</li>
  <li>Benefit</li>
  <li>Cost</li>
  <li>Evidence</li>
  <li>Documentation</li>
  <li>Purpose</li>
  <li>Planned for</li>
  <li>Unplanned</li>
  <li>Why</li>
  <li>Success</li>
  <li>What next</li>
</ul>

<h3 id="what-technical-debt-item-did-the-team-address-this-sprint">What technical debt item did the team address this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What problem does this solve?</li>
  <li>What benefit does this have to users/the organisation?</li>
  <li>Does this impact other teams?</li>
</ul>

<h3 id="how-many-items-did-you-commit-to-this-sprint">How many items did you commit to this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>How many items were in the sprint?</li>
  <li>How many items were done? not done?</li>
  <li>How many items came in during the sprint?</li>
  <li>What was the team’s velocity for this sprint?</li>
  <li>How does this velocity compare to other sprints?</li>
</ul>

<h3 id="what-technical-debt-if-any-was-incurred-in-the-sprint">What technical debt if any was incurred in the sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>When does the team plan on paying it back?</li>
  <li>Have you added a PBI to backlog to address this debt in the future?</li>
  <li>Was this planned/acknowledged as a debt at the time?</li>
</ul>

<h3 id="what-process-improvement-did-the-team-address-this-sprint">What process improvement did the team address this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What was the expected outcome?</li>
  <li>When will you know if the change has been successful?</li>
</ul>

<h3 id="what-training-or-learning-activity-did-you-take-into-the-sprint">What training or learning activity did you take into the sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>Was this agreed in planning?</li>
  <li>What value/impact does this have on the you/team/group/organisation?</li>
  <li>When will you be able to implement what you have learned?</li>
  <li>Would others benefit from this training?</li>
</ul>

<h3 id="what-knowledge-sharing-activities-did-you-take-part-in-this-sprint">What knowledge sharing activities did you take part in this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>Who was it shared with?</li>
  <li>What benefit did it have?</li>
  <li>What format did this take?</li>
  <li>What outputs are there?</li>
</ul>

<h3 id="what-went-well-this-sprint">What went well this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What did you learn from this success?</li>
  <li>How can you replicate this in other activities?</li>
</ul>

<h3 id="what-didnt-go-well-this-sprint">What didn’t go well this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What actions are you going to take to mitigate this?</li>
  <li>How will you know if this change has been successful?</li>
  <li>In this scenario, what does good look like?</li>
  <li>What is stopping you from doing that?</li>
  <li>Was this planned/unplanned?</li>
</ul>

<h3 id="did-anyone-outside-of-your-team-contribute-to-your-teams-sprint">Did anyone outside of your team contribute to your team’s sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What did they do?</li>
  <li>What value did this provide?</li>
  <li>How will you thank them?</li>
</ul>

<h3 id="did-you-seek-guidance-support-or-subject-matter-expertise-outside-of-your-team-this-sprint">Did you seek guidance, support or subject matter expertise outside of your team this sprint</h3>

<p>Follow up questions:</p>

<ul>
  <li>What did they do?</li>
  <li>What value did this provide?</li>
  <li>How will you thank them?</li>
  <li>What did you learn?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 467 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The five-minute coach framework</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-five-minute-coach-framework"/>
    <id>/the-five-minute-coach-framework</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="the-principles">The principles</h2>

<ol>
  <li>Stick with the process</li>
  <li>The coachee has all the answers</li>
  <li>Ownership is with the coachee</li>
  <li>You drive the coaching</li>
  <li>You create and manage the setting.</li>
</ol>

<h2 id="set-the-scene">Set the scene</h2>

<p>Where would you like to sit (gesturing around the space)?</p>

<blockquote>
  <p>And where would you like me to sit?</p>
</blockquote>

<p>Let me explain a little about this coaching. My Job is to help you to explore your issue, work out what you want and how you are going to achieve it. I won’t be offering you idea or suggestions as to how to do it.</p>

<p>You’ll soon find that this isn’t like a normal conversation or even any coaching session you may have had before. I won’t look at you much, and I won’t make any suggestions or comments about what you say</p>

<p>I will be taking notes to help me remember what you’ve said. And at the end, I’ll give you all the notes.</p>

<p>Anything you say is confidential, unless it is illegal, or unsafe.</p>

<p>If I ask you any questions that seem unusual or odd, just answer with the first thing that comes to mind.</p>

<p>Once we start, I won’t answer any questions as that will interrupt the flow. So… Is there anything you’d like to ask me now?</p>

<p>Remember:</p>

<ol>
  <li>Play close attention</li>
  <li>Use only the five-minute coach questions</li>
  <li>Avoid the normal rules of conversation</li>
  <li>Repeat the coachee’s words</li>
  <li>Disregard grammatical rules</li>
  <li>Take notes</li>
  <li>Limit eye contact</li>
  <li>Encourage the coachee</li>
  <li>Use voice to influence</li>
  <li>Stay cool, calm and collected.</li>
</ol>

<h2 id="the-framework">The Framework</h2>

<table>
  <thead>
    <tr>
      <th><strong>Stage</strong></th>
      <th><strong>Purpose</strong></th>
      <th><strong>Questions</strong></th>
    </tr>
  </thead>
  <tbody>
    <tr>
      <td><strong>1</strong></td>
      <td>Identifying an outcome</td>
      <td>And what would you like to have happen?</td>
    </tr>
    <tr>
      <td><strong>2</strong></td>
      <td>Choosing the best outcome</td>
      <td>And when [outcome in coachee’s words], <em>then</em> what happens? And when [last answer], <em>then</em> what happens? <em>**Repeat question, with each answer, until no new answers emerge**</em> And [outcome] and [recap all answers], what are you drawn to most?</td>
    </tr>
    <tr>
      <td><strong>3</strong></td>
      <td>Discovering more about the outcome</td>
      <td>And when [new outcome], what kind of [word or phrase from outcome]? And when [last answer], is there anything else about [same word or phrase]? And when [last answer], where is/are [same word or phrase]?when [last answer], whereabouts [last answer]? And [last answer]. Given what you <em>now</em> know, what would you like to have happen?</td>
    </tr>
    <tr>
      <td><strong>4</strong></td>
      <td>Action planning</td>
      <td>And what needs to happen for [final outcome]? And is there anything else that needs to happen for [final outcome]? <em>**Repeat question until you here the first ‘no’**</em> And [final outcome and recap every action point]. And is there anything else that needs to happen for [final outcome]? <em>**Repeat question until you hear a second ‘no’**</em> And [final outcome and recap every action point], and what needs to happen <em>first</em>?And can [previous answer]?</td>
    </tr>
    <tr>
      <td><strong>5</strong></td>
      <td>Motivate to act</td>
      <td>And when [first thing], <em>then</em> what happens?And when [last answer], <em>then</em> what happens? <em>**Repeat until coachee is in a positive state and seems keen to act.**</em> And is that a good place to stop? **hand over notes**</td>
    </tr>
  </tbody>
</table>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 514 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The four rules of monkey management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-four-rules-of-monkey-management"/>
    <id>/the-four-rules-of-monkey-management</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="rule-1">Rule 1</h2>

<p>Describe the Monkey: the dialogue must not end until appropriate “next moves” have been identified and specified.</p>

<blockquote>
  <p>Take a meeting for example. How often did it happen that you attended a meeting where you discussed a topic at length but no next steps where formulated at the end of it. You left not knowing what to do next. Yes, this is why you should always question the next moves and not leave such meetings before they are agreed on.</p>
</blockquote>

<h2 id="rule-2">Rule 2</h2>

<p>Assign the monkey: all monkeys shall be owned and handled at the lowest organizational level consistent with their welfare.</p>

<blockquote>
  <p>The idea is that people down the hierarchy are usually the most knowledgeable and experienced within their field, which is why they should also be the one to own and drive them. This means to come up with the recommendation or the next moves.</p>
</blockquote>

<h2 id="rule-3">Rule 3</h2>

<p>Ensure the monkey: every monkey leaving your presence on the back of one of your people must be covered by one of two insurance policies:</p>

<ul>
  <li>Recommend, then act</li>
  <li>Act, then advise</li>
</ul>

<blockquote>
  <p>In short whenever you “assign” tasks to others there might be the case where your direct reports first need to consult you before they act because its crucial for there to be no mistakes. Or, there might be cases where it is ok for your direct reports to act first, according to their level of confidence, and only advise you later on.</p>
</blockquote>

<h2 id="rule-4">Rule 4</h2>

<p>Check on the Monkey: Proper follow-up means healthier monkeys. Every monkey should have a check up appointment.</p>

<blockquote>
  <p>This is particularly important if you only assign tasks or if your direct reports are not yet confident in leading and driving whole projects on their own. Thus, to help them make it to the finish line, have regular check ups together. There you might also revisit Rule 3 ‘the insurance’ and obtain recommendations for the next moves.</p>
</blockquote>

<p>Between check ups, direct reports are fully responsible for their projects (unless we encounter a problem that requires intervention).</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 351 words.</p>
          <p><center>***</center></p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Wheel of Life</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/wheel-of-life"/>
    <id>/wheel-of-life</id>
    <updated>2025-02-18T00:00:00+00:00</updated>
    <published>2025-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The circle represents your life, the whole of you. The pieces of the pie, or spokes, are the parts of your life: the areas, roles, or aspects of the whole.</p>

<p>The purpose is to help highlight issues or areas of imbalance that need addressing. The Wheel of Life is powerful because it gives you a vivid visual representation of the way your life is currently, compared with the way you’d ideally like it to be.</p>

<p>Give each area a score on the scale of 1 to 10.</p>

<p><img src="/images/wheel-of-life.png" alt="&quot;Wheel of Life&quot;" /></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-18, with 93 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] SBIR Framework for giving positive feedback</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/SBIR-framework-feedback-copy"/>
    <id>/SBIR-framework-feedback copy</id>
    <updated>2025-02-17T00:00:00+00:00</updated>
    <published>2025-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build the Stage</name>
      <uri>https://www.buildthestage.com/how-to-give-positive-feedback-to-colleagues-with-examples</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Putting words together to give positive feedback is hard! You know the emotions you feel but lack the words.</p>

  <p>organize my thoughts, I use the <abbr>SBIR</abbr> Framework. This acronym defines the structure of how to deliver positive feedback:</p>

  <ul>
    <li>Situation: State the specific situation where you observed the behaviour.</li>
    <li>Behaviour: Explain the precise behaviour you saw.</li>
    <li>Impact: Describe the exact impact the person’s actions had on you.</li>
    <li>Request: State the explicit request you would like to make of the person.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-17, with 83 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Navigating difficult conversations at work</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/difficult-conversations-at-work"/>
    <id>/difficult-conversations-at-work</id>
    <updated>2025-02-17T00:00:00+00:00</updated>
    <published>2025-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Odgers Interim</name>
      <uri>https://www.odgersinterim.com/uk/who-we-are/intelligence/we-need-to-talk-navigating-difficult-conversations-at-work-4969/</uri>
    </author>
    <content type="html"><![CDATA[<ol>
  <li>
    <p>Preparation: Clear time. Twice. There will be tension. This is unavoidable. Following these guidelines will help reduce but not eliminate it. Clear time, if possible, some days beforehand to check you have all information you need and to anticipate and prepare for a range of possible reactions. Clear some time just before the meeting to center yourself, regulate your breathing, find a place of empathy and clarity about what is required.</p>
  </li>
  <li>
    <p>During the conversation: Let go of trying to control their reaction. The other person is entitled to their feelings. All you can control is your own delivery and the words you choose to use. A good technique for maintaining perspective is to imagine yourself in 3 months, or 3 years, looking back on this day and this meeting.  If the intensity becomes too much either for you or the other person/ people, it is often useful to call for a short break. Time to take some outside air, a walk around the block, can be useful in regaining balance and perspective.</p>
  </li>
  <li>
    <p>Detachment: Begin with the ‘third story’. Think like a mediator. Leave your emotions out of it. Stick to observable facts. Experience suggests that there is benefit too in asking the other person for their observations on those ‘third story facts’. The information you have been given may be incomplete or disputed. Better to find this out early. Arriving at an agreed version of this third story provides a solid foundation for a productive conversation.</p>
  </li>
  <li>
    <p>Observation: Separate observation from evaluation: Judge the behaviour not the person. (People get defensive if they are attacked)</p>
  </li>
  <li>
    <p>Honesty: Don’t try to ‘put sugar on a hand grenade’. Empathetic honesty is a form of respect in a difficult conversation. It requires bravery on your part. It is more respectful to the other person.</p>
  </li>
  <li>
    <p>Empathy: How would you like this news delivered to you? Think carefully about the words you use. Actively listen, with empathy. In cases where you have ‘news’ to give, don’t prolong the suffering of the other person, don’t prevaricate, get to the point quickly and humanely.</p>
  </li>
  <li>
    <p>Space: Allow time for the other person to process what has been said. Leave space in the conversation. Expect that the other person may need to collect their thoughts in the silence, or to vent.  For example: “This will be difficult for you to hear, but we have placed you at risk of redundancy. In the rest of this conversation, I’d like to give you time and space to understand why we’ve made this decision, how it affects you and how we can help you.” Be prepared to remain calm while they defend themselves and possibly criticize and attack you. They are entitled to respond, acknowledging what they have said is not the same as agreeing.</p>
  </li>
  <li>
    <p>Positivity: Leadership sets the tone. Your energy will be apparent always. Shift your stance to that of curiosity rather than blame. A ‘learning conversation’ is not a battle of messages. Starting from the Third Story, seek to understand the other person’s view, explain yours, try for a shared understanding. Speak from a place of positivity and concern, not just for the individual but also for the team and the wider organization for which you carry responsibility.</p>
  </li>
  <li>
    <p>Collaboration: One characteristic of a productive conversation is that you seek to navigate to a position where you invite the other person to collaborate with you in order to bring about the needed change. If it is a negotiation between two more or less equal parties, both with ‘red lines’, it is useful to regularly, and jointly, revisit the shared objective.</p>
  </li>
  <li>
    <p>Self-care: Imparting bad news such as a layoff, is troubling. The giver of the news frequently benefits from having someone else (a spouse, a trusted advisor or coach) to talk it through with before or after.</p>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-02-17, with 656 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Discovery Questionnaire</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/discovery-questionnaire"/>
    <id>/discovery-questionnaire</id>
    <updated>2025-02-17T00:00:00+00:00</updated>
    <published>2025-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Please tell me about your life and work. Your answers are completely confidential. Take your time. Go deep. Nothing is out of bounds.</p>

<h2 id="assess-your-role">Assess Your Role</h2>

<ol>
  <li>What do you love about your work?</li>
  <li>What do you wish you could change?</li>
  <li>If you were to review your current job description, what components do you no longer do? What new responsibilities have you taken on?</li>
</ol>

<h2 id="describe-your-achievements-and-goals">Describe Your Achievements and Goals</h2>

<ol>
  <li>What are your most satisfying achievements not just in your current position, but in your entire career?</li>
  <li>What do you want to accomplish this year?</li>
  <li>Where do you see yourself in the next five years?</li>
  <li>What support and/or resources do you need to achieve your immediate goals?</li>
  <li>What support and/or resources do you need to achieve your career aspirations?</li>
  <li>What is your ideal work?</li>
  <li>What skills do people acknowledge you for?</li>
  <li>What skills or talents would you like to be acknowledged for?</li>
</ol>

<h2 id="identify-your-work-style">Identify Your Work Style</h2>

<ol>
  <li>How much of a priority are you in your own life?</li>
  <li>How well do you keep promises to yourself and others?</li>
  <li>How satisfied are you with your level of productivity?</li>
  <li>How well do you communicate with others?</li>
  <li>What areas of your work life would you MOST like to improve?</li>
  <li>What routinely gets in your way?</li>
</ol>

<h2 id="express-your-vision">Express Your Vision</h2>

<ol>
  <li>If you were the CEO, where would you take this company?</li>
  <li>If you could change the world (and you can), what needs would you meet or what problems would you solve?</li>
  <li>What two steps could you take right now that would make the biggest difference in your life and work?</li>
  <li>Anything else</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-02-17, with 276 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monkey Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monkey-management-copy"/>
    <id>/monkey-management copy</id>
    <updated>2025-02-17T00:00:00+00:00</updated>
    <published>2025-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monkey management is a structured approach to preventing problems from getting delegated upward. in 1974, William Oncken, Jr., and Donald l. Wass published an article in Harvard Business Review that referred to unsolved problems as ‘monkeys’ and the problem of managers unwittingly reducing their effectiveness by taking ownership of monkeys that rightfully need to stay with the employee.</p>

<h2 id="why-use-it">Why use it</h2>

<p>A manager’s job is to develop employees, create opportunities, remove obstacles, clarify priorities, etc. – things that are important, but not urgent. Problems tend to be urgent. When managers take problems over from employees, important issues get delayed and the organization as a whole suffers.</p>

<h2 id="what-factors-are-critical-for-success">What factors are critical for success</h2>

<ul>
  <li>Recognition that a problem is being delegated upward</li>
  <li>An understanding by the manager that his or her job is to get problems solved, not solve problems</li>
  <li>Employees who are both willing and able to solve problems</li>
</ul>

<h2 id="how-do-you-use-it">How do you use it</h2>

<ol>
  <li>
    <p>When an employee presents you with a problem, clarify what your employee expects. in a highly functional manager-employee relationship, the employee may just want to be heard and feel understood. After some empathetic listening, simply asking the employee “What do you need from me?” can often result in “nothing, i just needed someone to talk to. thanks for listening.” Don’t breed monkeys.</p>
  </li>
  <li>
    <p>If someone comes to you with a solution, make sure you know what the problem is. If the discussion begins with a solution, ask “What problem are we trying to solve?” Identify the monkey.</p>
  </li>
  <li>
    <p>Decide if the problem should be solved or dismissed. Together the manager and the employee decide to work on a solution or not address it. Clearly stating “I agree that is an issue, but because of (…..), it is not a priority at this time,” is better than an ambiguous acknowledgement. Feed or shoot the monkey.</p>
  </li>
  <li>
    <p>Clearly communicate that the problem and its solution belongs with the employee. A good starting position is “I could take this problem, but it would be better for you to handle this. let’s look at how.” Don’t take the monkey.</p>
  </li>
  <li>
    <table>
      <tbody>
        <tr>
          <td>Schedule the management of the problem. Set aside a specific time to address the problem, its solution, and progress until completion – “tuesday at 14:00” is a good approach. “let’s talk later,” is not good. As long as the problem remains unsolved, end each scheduled discussion with a clear and scheduled next step. Schedule the next monkey feeding time.</td>
        </tr>
      </tbody>
    </table>
  </li>
</ol>

<p>Benefits of proper monkey management include:</p>

<p>1) effective use of manager’s time
2) increased employee problem-solving skills
3) increased organizational problem-solving capacity
4) greater employee job satisfaction</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-17, with 454 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Logic Trees - Strategic Problem Decomposition Method</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/logic-trees"/>
    <id>/logic-trees</id>
    <updated>2025-02-17T00:00:00+00:00</updated>
    <published>2025-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Every strategy starts with a set of problems to be solved. The strategy is a set of solutions to those problems. The logic tree branches out as a decomposition of a problem</p>

<p>The output of a logic tree is a diagram, use techniques like the five whys and for each answer create a MECE list.</p>

<p>A hypothesis is a starting point for an investigation. When one hypothesize, one makes a claim about why something might be the case, based on limited data. i.e. to offer up an explanation or a path forward. This puts a stake in the ground, a marker, for future work.</p>

<p>Start by asking the following five questions:</p>

<ol>
  <li>What is the conjunct of propositions that describe the problem?</li>
  <li>what semantics characterize these propositions?</li>
  <li>what are the possible outcomes?</li>
  <li>what are the probabilities of each of these outcomes coming true?</li>
  <li>what ease and impact scoring values suggest the right strategy?</li>
</ol>

<h2 id="what-is-the-conjunct-of-propositions-that-describe-the-problem">What is the conjunct of propositions that describe the problem</h2>

<p>When it is time to perform analysis, define the problem as a set of propositions, each proposition is connected by the conjunct, the logical operator AND).</p>

<h2 id="what-semantics-characterize-these-propositions">what semantics characterize these propositions</h2>

<p>Now you create an interpretation of each proposition based on the discourse. This falls in to a matter of language e.g. play means something to a child than it does a theatre goer. Define common understand, challenge what language might be unclear, ask how biases might be entering your work. keep a glossary of terms if necessary. Keep language clear, precise and accurate.</p>

<h2 id="what-are-the-possible-outcomes">what are the possible outcomes</h2>

<p>Determining the possible outcomes of a decision or action is an act of imagination and reasoning. Write down possible outcomes as a MECE list. Watch out for inductive reasoning - find facts. Start by defining your terms ans looking at data you have.</p>

<h2 id="what-are-the-probabilities-of-each-of-these-outcomes-coming-true">what are the probabilities of each of these outcomes coming true</h2>

<p>There is no need to be super-specific, using language like 45.58% will give a false sense of precision and therefore expectation. Something like the moving sales online could increase revenues between 40-60%.</p>

<p>Don’t make assumptions too quickly. unfamiliar doesn’t mean improbable.</p>

<h2 id="what-ease-and-impact-scoring-values-suggest-the-right-strategy">what ease and impact scoring values suggest the right strategy</h2>

<p>Assigning outcomes with values in order to prioritise them. using a 2-by-2 grid of <code class="language-plaintext highlighter-rouge">Ease of execution</code> vs <code class="language-plaintext highlighter-rouge">impact</code> and score then plot your outcomes accordingly.</p>

<ul>
  <li>Top right items are relatively easy to do and have greatest effect. They should be prioritised first</li>
  <li>Bottom left items are the things that will be hard to do and make only a small advance. They should be prioritised last</li>
  <li>Top left items are things that are easiest to do but have relatively small impact they should be prioritised second</li>
  <li>Bottom right items are things that are hard or time consuming but are important to advancing they should be prioritised in the third group.</li>
</ul>

<p>We can then use the Pareto principle and differentiate signal and noise. Nate Silver wrote a book about this and suggested in a game of poker you can make the same decisions as a pro 80% of the time by learning the hands, learn the rough idea of the odds, fold your worst hands and make a modest effort to consider your opponents cards and this can be done in 20% of the time.</p>

<p>This might also be covered by the notion that perfect is the enemy of good - and good enough will probably do.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-17, with 585 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] BICEP core needs</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bicep-core-needs"/>
    <id>/bicep-core-needs</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Paloma Medina</name>
      <uri>https://www.palomamedina.com/biceps</uri>
    </author>
    <content type="html"><![CDATA[<p>The bicep model is created by Paloma Medina as a way of grouping themes of core needs of humans in to six. Each individual will value them differently. Getting to know them is a shortcut to better communication, as well as greater inclusivity at work.</p>

<h2 id="belonging">Belonging</h2>

<ul>
  <li>Community: A feeling of friendship and closeness with a group, or being part of a tight community of any size.</li>
  <li>Community well-being: People are cared for, the whole group feels happy and healthy.</li>
  <li>Connection: Feeling kinship and mutual understanding with another person.</li>
</ul>

<h2 id="improvement">Improvement</h2>

<ul>
  <li>Progress towards purpose: You are helping make progress towards an important goal for the company, your team or your own career/ life.</li>
  <li>Improving the lives of others: You see how your work helps improve things for others.</li>
  <li>Personal growth: Learning/ seeing fast growth in yourself in skills that matter to you.</li>
</ul>

<h2 id="choice">Choice</h2>

<ul>
  <li>Choice: Having flexibility, the chance to have more control over key parts of your world.</li>
  <li>Autonomy: Having clear ownership over a domain where you can do as you wish, without asking for permission.</li>
  <li>Decision-making: The ability to make decisions about the things that matter to you.</li>
</ul>

<h2 id="equality">Equality</h2>

<ul>
  <li>Access to resources (money, time, space, etc) feels fair/ equitable.</li>
  <li>Access to information feels fair: All groups/ people have access to information that is relevant to them.</li>
  <li>Equal reciprocity: You support each other equally.</li>
  <li>Decisions are fair and everyone is treated as equally important.</li>
</ul>

<h2 id="predictability">Predictability</h2>

<ul>
  <li>Resources: There’s enough certainty about resources (money, personnel hours, space) so you can focus on your job or goals.</li>
  <li>Time: There’s certainty about when things will occur/ when you can prepare for them.</li>
  <li>Future challenges: You can anticipate and thus can prepare for future challenges.</li>
  <li>Direction: Goals, strategy, and direction stay consistent and don’t change too often/fast.</li>
</ul>

<h2 id="significance">Significance</h2>

<ul>
  <li>Status: You hold a title/ role that honours your worth among your peers/ your industry.</li>
  <li>Visibility: Your work is highly visible to people that matter.</li>
  <li>Recognition: Your work is recognized and appreciated in ways that feel good.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 346 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] BLUF Standard - Bottom Line Up Front Communication</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bluf-standard"/>
    <id>/bluf-standard</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Animalz</name>
      <uri>https://www.animalz.co/blog/bottom-line-up-front/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>BLUF is a military communications acronym—it stands for “bottom line up front”—that’s designed to enforce speed and clarity in reports and emails.</p>

  <p>The basic idea is simple: put the most important details first. Don’t tease or delay your main point because people are busy and their time is valuable. And make it clear—life-or-death decisions could be made using your information.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 62 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Energy Investment Model</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/energy-investment-model"/>
    <id>/energy-investment-model</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="players">Players</h2>

<blockquote>
  <p>These are the people you want. They couple a positive attitude with high levels of effort. They are the ones who make things happen, who take the initiative and who see things through to the finish. They are both competent and caring about their work, their company and their co-workers. The primary task in relation to this community is retaining them as players.</p>
</blockquote>

<h2 id="spectators">Spectators</h2>

<blockquote>
  <p>These are good souls; their heart is in the right place and so is their attitude. They, too, are competent and caring but they rarely take the initiative, choosing instead to expend minimal amounts of energy. The turnaround task here is getting them to release what are essentially large amounts of energy reserves.</p>
</blockquote>

<h2 id="cynics">Cynics</h2>

<blockquote>
  <p>These are the people who, except for their attitude, would be players. They have high energy levels and are usually competent but, for various reasons, have become disillusioned and cynical about the workplace in which they find themselves. Owing to their competence and high energy levels, they can be especially troublesome and problematic. Yet, if their attitude could be turned around, they could make significant contributions to the organization.</p>
</blockquote>

<h2 id="deadwood">Deadwood</h2>

<blockquote>
  <p>Sometimes noted as victims. These people have the deadly combination of a bad attitude and low energy expenditures. They often do little more than take up space and occupy slots on the organization chart. Turning them around is the most difficult task of all because both attitude and energy expenditures must be raised.</p>
</blockquote>

<p><img src="/images/energy-investment-model.png" alt="Energy Investment Model" /></p>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 260 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] First one-to-one</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/first-one-to-one"/>
    <id>/first-one-to-one</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A set of questions to ask at a first one-to-one with a new direct report or new colleague.</p>

<ul>
  <li>How are you?</li>
  <li>What do you like to do outside of work?</li>
  <li>What motivates you the most?</li>
  <li>What kind of projects are you most excited to - work on?</li>
  <li>What kind of technology are you most interested in?</li>
  <li>What is your preferred medium/method of communication?</li>
  <li>How do you prefer to receive recognition – publicly or privately?</li>
  <li>When is your birthday?</li>
  <li>What are your short, medium, and long-term career goals?</li>
  <li>What does success look like in the next 30 days?</li>
  <li>What makes you grumpy?
    <ul>
      <li>How will I know when you’re grumpy?</li>
      <li>How can I help you when you’re grumpy?</li>
    </ul>
  </li>
  <li>How can I help / What are some questions you have for me?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 134 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GOOD one-to-one template</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/good-one-to-one-template"/>
    <id>/good-one-to-one-template</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Managers and employees should have a one-to-one conversation on at least a monthly basis. I prefer fortnightly. This optional template provides a guide for managers and employees to provide structure to the conversation.</p>

<ul>
  <li>Manager Name:</li>
  <li>Employee Name:</li>
  <li>Date of meeting:</li>
</ul>

<h2 id="goals">Goals</h2>

<ul>
  <li>What objectives are you working towards?</li>
  <li>What have you achieved since the last meeting?</li>
</ul>

<h2 id="obstacles">Obstacles</h2>

<ul>
  <li>What might get in your way of meeting your goals?
    <ul>
      <li>time</li>
      <li>resources</li>
      <li>knowledge</li>
      <li>confidence</li>
      <li>health</li>
    </ul>
  </li>
</ul>

<h2 id="opportunities">Opportunities</h2>

<ul>
  <li>What can you and I do to help overcome the obstacles?</li>
  <li>What could we do to make your role more fulfilling?</li>
</ul>

<h2 id="decisions">Decisions</h2>

<ul>
  <li>What actions have we agreed on?</li>
  <li>How will we know that we are making progress?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 126 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] DORA Key Capabilities</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/key-capabilities-dora"/>
    <id>/key-capabilities-dora</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Capabilities that drive improvement, according to research in 2017 - leading to the publication of the book Accelerate by Nicole Forsgren, PhD, Jez Humble, and Gene Kim.</p>

<p>Research, based on four years of the State of DevOps Report, has uncovered 24 key capabilities that drive improvements in software delivery performance in a statistically significant way. The book Accelerate details these findings. This post provides you with a handy list of these capabilities.</p>

<p>They have been classified into five categories. Within each category, the capabilities are presented in no particular order.</p>

<ul>
  <li>Continuous Delivery</li>
  <li>Architecture</li>
  <li>Product and Process</li>
  <li>Lean Management and Monitoring</li>
  <li>Culture</li>
</ul>

<h2 id="continuous-delivery-capabilities">Continuous Delivery Capabilities</h2>

<ul>
  <li>Use Version Control for all Production Artifacts</li>
</ul>

<p>Version control is the use of a version controls system, such as GitHub or Subversion, for all production artifacts, including application code, application configurations, system configurations, and scripts for automating build and configuration of the environment.</p>

<ul>
  <li>Automate Your Deployment Process</li>
</ul>

<p>Deployment automation is the degree to which deployments are fully automated and do not require manual intervention.</p>

<ul>
  <li>Implement Continuous Integration</li>
</ul>

<p>Continuous integration (CI) is the first step toward continuous delivery. This is a development practice where code is regularly checked in, and each check-in triggers a set of quick tests to discover serious regressions, which developers fix immediately. The CI process creates canonical builds and packages that are ultimately deployed and released.</p>

<ul>
  <li>Use Trunk-Based Development Methods</li>
</ul>

<p>Trunk-based development has been shown to be a predictor of high performance in software development and delivery. It is characterized by fewer than three active branches in a code repository; branches and forks having very short lifetimes (e.g., less than a day) before being merged into main; and application teams rarely or never having “code lock” periods when no one can check in code or do pull requests due to merging conflicts, code freezes, or stabilization phases.</p>

<ul>
  <li>Implement Test Automation</li>
</ul>

<p>Test automation is a practice where software tests are run automatically (not manually) continuously throughout the development process. Effective test suites are reliable—that is, tests find real failures and only pass releasable code. Note that developers should be primarily responsible for creation and maintenance of automated test suites.</p>

<ul>
  <li>Support Test Data Management</li>
</ul>

<p>Test data requires careful maintenance, and test data management is becoming an increasingly important part of automated testing. Effective practices include having adequate data to run your test suite, the ability to acquire necessary data on demand, the ability to condition your test data in your pipeline, and the data not limiting the number of tests you can run. We do caution, however, that teams should minimize, whenever possible, the amount of test data needed to run automated tests.</p>

<ul>
  <li>Shift Left on Security</li>
</ul>

<p>Integrating security into the design and testing phases of the software development process is key to driving IT performance. This includes conducting security reviews of applications, including the infosec team in the design and demo process for applications, using pre-approved security libraries and packages, and testing security features as a part of the automated testing suite.</p>

<ul>
  <li>Implement Continuous Delivery (CD)</li>
</ul>

<p>CD is a development practice where software is in a deployable state throughout its lifecycle, and the team prioritizes keeping the software in a deployable state over working on new features. Fast feedback on the quality and deployability of the system is available to all team members, and when they get reports that the system isn’t deployable, fixes are made quickly. Finally, the system can be deployed to production or end users at any time, on demand.</p>

<h2 id="architecture-capabilities">Architecture Capabilities</h2>

<ul>
  <li>Use a Loosely Coupled Architecture</li>
</ul>

<p>This affects the extent to which a team can test and deploy their applications on demand, without requiring orchestration with other services. Having a loosely coupled architecture allows your teams to work independently, without relying on other teams for support and services, which in turn enables them to work quickly and deliver value to the organization.</p>

<ul>
  <li>Architect for Empowered Teams</li>
</ul>

<p>Our research shows that teams that can choose which tools to use do better at continuous delivery and, in turn, drive better software development and delivery performance. No one knows better than practitioners what they need to be effective.</p>

<h2 id="product-and-process-capabilities">Product and Process Capabilities</h2>

<ul>
  <li>Gather and Implement Customer Feedback</li>
</ul>

<p>Our research has found that whether organizations actively and regularly seek customer feedback and incorporate this feedback into the design of their products is important to software delivery performance.</p>

<ul>
  <li>Make the Flow of Work Visible through the Value Stream</li>
</ul>

<p>Teams should have a good understanding of and visibility into the flow of work from the business all the way through to customers, including the status of products and features. Our research has found this has a positive impact on IT performance.</p>

<ul>
  <li>Work in Small Batches</li>
</ul>

<p>Teams should slice work into small pieces that can be completed in a week or less. The key is to have work decomposed into small features that allow for rapid development, instead of developing complex features on branches and releasing them infrequently. This idea can be applied at the feature and the product level. (An MVP is a prototype of a product with just enough features to enable validated learning about the product and its business model.) Working in small batches enables short lead times and faster feedback loops.</p>

<ul>
  <li>Foster and Enable Team Experimentation</li>
</ul>

<p>Team experimentation is the ability of developers to try out new ideas and create and update specifications during the development process, without requiring approval from outside of the team, which allows them to innovate quickly and create value. This is particularly impactful when combined with working in small batches, incorporating customer feedback, and making the flow of work visible.</p>

<h2 id="lean-management-and-monitoring-capabilities">Lean Management and Monitoring Capabilities</h2>

<ul>
  <li>Have a Lightweight Change Approval Processes</li>
</ul>

<p>Our research shows that a lightweight change approval process based on peer review (pair programming or intra-team code review) produces superior IT performance than using external change approval boards (CABs).</p>

<ul>
  <li>Monitor across Application and Infrastructure to Inform Business Decisions</li>
</ul>

<p>Use data from application and infrastructure monitoring tools to take action and make business decisions. This goes beyond paging people when things go wrong.</p>

<ul>
  <li>Check System Health Proactively</li>
</ul>

<p>Monitor system health, using threshold and rate-of-change warnings, to enable teams to pre-emptively detect and mitigate problems.</p>

<ul>
  <li>Improve Processes and Manage Work with Work-In-Process (WIP) Limits</li>
</ul>

<p>The use of work-in-process limits to manage the flow of work is well known in the Lean community. When used effectively, this drives process improvement, increases throughput, and makes constraints visible in the system.</p>

<ul>
  <li>Visualize Work to Monitor Quality and Communicate throughout the Team</li>
</ul>

<p>Visual displays, such as dashboards or internal websites, used to monitor quality and work in process have been shown to contribute to software delivery performance.</p>

<h2 id="cultural-capabilities">Cultural Capabilities</h2>

<ul>
  <li>Support a Generative Culture</li>
</ul>

<p>This measure of organizational culture is based on a typology developed by Ron Westrum, a sociologist who studied safety-critical complex systems in the domains of aviation and healthcare. Our research has found that this measure of culture is predictive of IT performance, organizational performance, and decreasing burnout. Hallmarks of this measure include good information flow, high cooperation and trust, bridging between teams, and conscious inquiry.</p>

<ul>
  <li>Encourage and Support Learning</li>
</ul>

<p>Is learning, in your culture, considered essential for continued progress? Is learning thought of as a cost or an investment? This is a measure of an organization’s learning culture.</p>

<ul>
  <li>Support and Facilitate Collaboration among Teams</li>
</ul>

<p>This reflects how well teams, which have traditionally been siloed, interact in development, operations, and information security.</p>

<ul>
  <li>Provide Resources and Tools that Make Work Meaningful.</li>
</ul>

<p>This particular measure of job satisfaction is about doing work that is challenging and meaningful, and being empowered to exercise your skills and judgment. It is also about being given the tools and resources needed to do your job well.</p>

<ul>
  <li>Support or Embody Transformational Leadership</li>
</ul>

<p>Transformational leadership supports and amplifies the technical and process work that is so essential in DevOps. It is comprised of five factors: vision, intellectual stimulation, inspirational communication, supportive leadership, and personal recognition</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 1372 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Leadership is Language</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/leadership-is-language"/>
    <id>/leadership-is-language</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting David Marquet</name>
      <uri>https://smile.amazon.co.uk/dp/0241373662/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If you’re a leader, the language you use is probably inherited from the Industrial Age, when people were divided into strict categories: deciders and doers, leaders and followers, decision-makers and decision-executors.</p>

  <p>Today, the most successful organizations reject that division, including all team members in both thinking work and doing work. To achieve that end, leaders need to rethink radically the language they use to communicate.</p>

  <p>This approach is exemplified in Frederick Winslow Taylor’s 1911 book The Principles of Scientific Management. In it, Taylor specifies the single most efficient way for steel mill workers to perform a variety of tasks. The typical worker, for example, was most efficient when shoveling 21 pounds of material at a time. Not 20, not 22 – 21. Exactly 21. The way to improve efficiency, Taylor found, was to reduce variability.</p>

  <p>That made sense at the time. In traditional manufacturing industries, after all, standardization was key. Even today, it often makes sense for companies to reduce variability. To mass-produce cars, for example, factories have to build millions of identical parts in rapid succession. To keep customers happy, McDonald’s has to ensure that its burgers come out the same every time.</p>

  <p>The language of the old approach to leadership is deterministic and binary – all about doing, not about thinking.</p>

  <h2 id="ask-open-ended-questions">Ask open-ended questions.</h2>

  <p>Next time you want to move from one phase of a project to the next, don’t ask your team to sign off on a decision you’ve already made. That means avoiding a question like, “Everyone OK with this?” or “This looks fine, right?” Instead, ask, “How could this be improved?” or “On a scale of one to five, how confident are you feeling about moving ahead?” That way, you’ll get better and more diverse input – and a more motivated team to boot.</p>

  <h2 id="split-work">Split work</h2>

  <p>Break up work in to smaller chunks and use phases of doing and stopping to reflect to ensure the direction/path is still correct. Use open language with colleagues to listen to feedback and adjust accordingly.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 340 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] No Hello - Chat Communication Etiquette Guidelines</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/no-hello"/>
    <id>/no-hello</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting sbmueller</name>
      <uri>https://github.com/sbmueller/nohello/blob/master/index.md#please-dont-say-just-hello-in-chat</uri>
    </author>
    <content type="html"><![CDATA[<div class="language-text highlighter-rouge"><div class="highlight"><pre class="highlight"><code>2010-07-19 12:32:12 you: Hi
2010-07-19 12:32:15 co-worker: Hello.
# CO-WORKER WAITS WHILE YOU PHRASE YOUR QUESTION
2010-07-19 12:34:01 you: I'm working on [something] and I'm trying to do [etc...]
2010-07-19 12:35:21 co-worker: Oh, that's [answer...]
</code></pre></div></div>

<blockquote>
  <p>It’s as if you called someone on the phone and said “Hi!” and then put them on hold!</p>

  <p>Please do this instead:</p>
</blockquote>

<div class="language-text highlighter-rouge"><div class="highlight"><pre class="highlight"><code>2010-07-19 12:32:12 you: Hi -- I'm working on [something] and I'm trying to do [etc...]
2010-07-19 12:33:32 co-worker: [answers question]
</code></pre></div></div>

<blockquote>
  <p>Note that you get help minutes sooner, and you don’t make them wait. Instead, the co-worker can start thinking about your question right away!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 115 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Seven Coaching Questions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/seven-coaching-questions"/>
    <id>/seven-coaching-questions</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Here are seven questions to ask during each coaching session.</p>

<blockquote>
  <p>Taken from the book “The Coaching Habit: Say Less, Ask More &amp; Change the Way You Lead Forever” by Michael Bungay Stanier</p>
</blockquote>

<p>Coaching should be simple and question-oriented: spend more time listening and less time talking. There is a reason we have two ears and one mouth - we need to listen twice as much as we talk.</p>

<ul>
  <li>What’s on your mind?</li>
  <li>And what else?</li>
  <li>What’s the real challenge here?</li>
  <li>What do you want?</li>
  <li>How can I help?</li>
  <li>If you’re saying yes to this, what are you saying no to.</li>
  <li>What was most useful for you?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 110 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The GROW Model - Goals, Realities, Options, and Will</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-GROW-model"/>
    <id>/the-GROW-model</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>GROW is an acronym that stands for Goals, Realities, Options, and Will, and it has several purposes. It helps you and your employees clarify their initial goals, assess what’s currently happening, and identify potential roadblocks. It also helps your people brainstorm both opportunities and resources for growth.</p>

<h2 id="goals">Goals</h2>

<ul>
  <li>What is it you would like to focus on?</li>
  <li>What would you like to achieve?</li>
  <li>What would you like to happen that is not happening now?</li>
  <li>How would you know you were being successful if you achieved your goal?</li>
  <li>How could you break this goal down into manageable chunks?</li>
  <li>What are all the things that would need to be done to achieve the goal?</li>
</ul>

<h2 id="realities---assess-whats-currently-going-on">Realities - Assess what’s currently going on</h2>

<ul>
  <li>What is happening at the moment to derail your progress toward the goal?</li>
  <li>When and how often does this happen? Be precise if possible.</li>
  <li>What effect does this have?</li>
  <li>What other factors are relevant?</li>
  <li>Who else is relevant?</li>
  <li>What is that person’s perception of the situation?</li>
  <li>What have you tried so far?</li>
  <li>What else is conflicting with achieving the goal?</li>
</ul>

<h2 id="options---kick-start-some-brainstorming">Options - Kick-start some brainstorming</h2>

<ul>
  <li>What possibilities for action do you see? Don’t worry about how realistic they are at this stage.</li>
  <li>Who might be able to help?</li>
  <li>Which options do you like the most?</li>
  <li>What are the benefits and pitfalls of these options?</li>
  <li>Which options are of interest to you?</li>
  <li>Rate from 1 to 10 your assessment of the practicality of each of these options.</li>
  <li>Would you like to choose an option to act on?</li>
</ul>

<h2 id="will---unlock-actions-accountabilities-and-roadblocks">Will - Unlock actions, accountabilities, and roadblocks</h2>

<ul>
  <li>What are your next steps?</li>
  <li>Precisely when will you take them?</li>
  <li>What might get in the way?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 291 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] PRACTICE coaching Model</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-practice-coaching-model"/>
    <id>/the-practice-coaching-model</id>
    <updated>2025-02-16T00:00:00+00:00</updated>
    <published>2025-02-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="problem-identification-p">Problem identification (P)</h2>

<p>In the first step of the model, the goal is to clarify the client’s problem. In addition to this problem clarification, this is also the phase during which the coach takes their time to really understand their client. Various questions can help in gaining this clarity and understanding:</p>

<ul>
  <li>What would you like to talk about today?</li>
  <li>What exactly is the problem?</li>
  <li>What are the implications of this problem?</li>
  <li>How will you notice your problem has been resolved?</li>
  <li>On a scale of 1 to 10, how capable do you feel able to solve the problem yourself?</li>
</ul>

<h2 id="realistic-and-relevant-objectives-r">Realistic and relevant objectives (R)</h2>

<p>The second phase of the PRACTICE coaching model revolves around developing relevant and specific objectives related to the previously identified problem. It is possible to use the SMART objectives for this, but not necessarily. However, make sure the objectives follow the most important SMART criteria. Questions that can help during this phase include:</p>

<p>What does the client hope to gain from the sessions?
Is this objective realistic, measurable, etc?</p>

<h2 id="alternative-solutions-a">Alternative solutions (A)</h2>

<p>The third phase of the PRACTICE coaching model represents the ability to identify a wide range of alternative solutions. Solutions, in this sense, are meant to be those that actually guide the client to their identified goal. This phase of the process cannot be rushed. The main question should be: and what else? The more possible solutions that can be identified, the better.</p>

<ul>
  <li>What are my options?</li>
  <li>And what else?</li>
</ul>

<h2 id="consequences-c">Consequences (C)</h2>

<p>The fourth phase of the PRACTICE coaching model revolves around considering the consequences associated with each of the previously identified solutions. In this phase, research what could happen after the implementation of certain solutions. Consequences can be both positive and negative, and both should be explored. The more solutions considered, the more informed a decision can be made. In this phase, use a scale of 1 to 10 with 1 being very ineffective and 10 extremely effective.</p>

<p>Ask yourself the following question:</p>

<p>To what extent are the solutions effective?</p>

<h2 id="target-best-feasible-option-t">Target best feasible option (T)</h2>

<p>In this fifth phase of the model, the focus lies on the most feasible options. What distinguishes one viable option from another? What is the best option for my client? Which is the most practical? Include as many factors as possible that can influence the feasibility of the solutions. Are they resources? Time? Chances and opportunities? Risks and dangers?</p>

<p>Other questions that can be asked are:</p>

<ul>
  <li>Does my client feel comfortable with this solution?</li>
  <li>What other options would you like to explore?</li>
</ul>

<h2 id="implementation-of-the-chosen-solution-i">Implementation of the chosen solution (I)…</h2>

<p>The sixth and almost last phase of the model revolves around implementing the solution chosen in the previous step. Essentially, this means that the solution is divided into smaller pieces that can more easily be implemented into a step-by-step plan. This process needs to be led by the client. This is important because the client will eventually implement the solution during the last step.</p>

<h2 id="evaluation-e">Evaluation (E)</h2>

<p>During the last phase of the coaching process, it is assessed whether the implementation of the solution, and therefore the entire coaching process, was a success or not. In this phase, we, again, use a scale of 1 to 10 with 1 being very unsuccessful and 10 extremely successful. This phase is also meant to reflect on how the process went and whether the client is on the right track to achieve their goals. It is up to the coach to determine whether the client needs everything in order to achieve success in the future.</p>

<p>Questions that may take on a central role during the evaluation phase include:</p>

<ul>
  <li>How successful was this period?</li>
  <li>Please give a mark between 1 and 10.</li>
  <li>What did you learn from this period?</li>
  <li>Does the client need more coaching?</li>
  <li>Is there another problem that should be discussed?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-02-16, with 652 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Better by next Friday</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/better-by-next-friday"/>
    <id>/better-by-next-friday</id>
    <updated>2025-02-15T00:00:00+00:00</updated>
    <published>2025-02-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/government/speeches/reform-of-the-state-has-to-deliver-for-the-people</uri>
    </author>
    <content type="html"><![CDATA[<p>Yes!</p>

<blockquote>
  <p>“In the digital age, you don’t have to work out precisely what you need to build at the start, and then start building it.</p>

  <p>You can start with something small and try it out. Test it on people. Fix the problems. Change the design. Test it again. Throw it away and start again cheaply, if it doesn’t work. Tweak it again. And so on, and on, for as long as you provide the service.</p>

  <p>Suddenly the most important question isn’t ‘How do we get this right the first time?’ It’s ‘How do we make this better by next Friday?’”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-15, with 102 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Heat Death of the Internet</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/heat-death-of-the-internet"/>
    <id>/heat-death-of-the-internet</id>
    <updated>2025-02-15T00:00:00+00:00</updated>
    <published>2025-02-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Takahē</name>
      <uri>https://www.takahe.org.nz/heat-death-of-the-internet/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>You want to order from a local restaurant, but you need to download a third-party delivery app, even though you plan to pick it up yourself. The prices and menu on the app are different to what you saw in the window. When you download a second app the prices are different again. You ring the restaurant directly and it says the number is no longer in service. You go to the restaurant and order in person. You mention that their website has the wrong number and the woman behind the counter says they have to contact the company who designed the site for changes, which will cost them, but most people just order through an app anyway.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-15, with 120 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Measure team health with Petals</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/measure-team-health-with-petals"/>
    <id>/measure-team-health-with-petals</id>
    <updated>2025-02-15T00:00:00+00:00</updated>
    <published>2025-02-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Si Jobling</name>
      <uri>https://sijobling.com/petals/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In 2022, I created a simple new framework to help engineering teams become more aware of their overall health called <strong>PETALS</strong>. We identified and simplified to 5 key dimensions that influence team health:</p>

  <ul>
    <li><strong>Productivity</strong></li>
    <li><strong>Enjoyment</strong></li>
    <li><strong>Teamwork</strong></li>
    <li><strong>Learning</strong></li>
    <li><strong>Stress</strong> (or <strong>Serenity</strong>)</li>
  </ul>

  <p>By scoring each dimension out of 5, we can calculate <strong>Averages</strong> for that individual or across a team of scores. This then creates a simple <em>PETALS</em> visualisation using a RAG (Red, Amber, Green) colour scheme for rapid observability and continuous improvement discussions.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-15, with 86 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Netflix and Apple TV</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/netflix-and-apple-tv"/>
    <id>/netflix-and-apple-tv</id>
    <updated>2025-02-15T00:00:00+00:00</updated>
    <published>2025-02-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Spyglass</name>
      <uri>https://spyglass.org/netflix-apple-tv/</uri>
    </author>
    <content type="html"><![CDATA[<p>Especially for a set of people likely to be in the demographic they are targetting. I’d suggest Apple TV users are generally affluent and engaged in good user experiences.</p>

<blockquote>
  <p><em>Now, the correct way to put it:</em> Fucking fuck, fuck, fuck. Do these fucking idiots know how stupid this looks and <em>is</em>? How about you do the right thing for consumers? Too much to ask? Clearly.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-15, with 67 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Newman List</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/newman-list"/>
    <id>/newman-list</id>
    <updated>2025-02-11T00:00:00+00:00</updated>
    <published>2025-02-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Patrick Newman</name>
      <uri>https://thechels.uk/newman-list</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In my experience it’s very difficult to achieve all of this simultaneously, but a reasonable thing to strive for.</p>

  <p>This list isn’t meant to be exhaustive, nor is every item listed here applicable all the time. It’s meant to give a basic framework to help managers, particularly less experienced ones, think about balancing their responsibilities.</p>
</blockquote>

<h2 id="section-1-managing-the-team">Section 1: Managing the team</h2>

<ol>
  <li>Every member of the team knows what they should be working on</li>
  <li>Every member of the team knows what to do if they finish a task, or get blocked</li>
  <li>Every member of the team has had a meaningful career conversation within the last six months</li>
  <li>Every member of the team receives timely, meaningful, actionable performance feedback</li>
  <li>Work that needs to get done aligns with work that is rewarded by the promotion process</li>
  <li>Performance reviews never contain surprises</li>
  <li>Team members are able to express ideas for new projects or changes to the way the team works</li>
  <li>The team is able to give input on roadmaps and plans</li>
  <li>The team is staffed adequately and work is evenly distributed</li>
  <li>The team, overall, has the level of functional expertise required to do the work, and a reasonable number of stretch goals are available</li>
  <li>Conflicts are resolved in a fair and respectful way</li>
  <li>Diversity is represented and embraced; a broad spectrum of views are considered</li>
</ol>

<h2 id="section-2-managing-peer-relationships">Section 2: Managing peer relationships</h2>

<ol>
  <li>Key team peer relationships are identified and regularly maintained through regular healthy, productive meetings, and effective written communication</li>
  <li>Groups dependent on team’s work can trust the commitments the team makes</li>
  <li>Key peer teams have a clear idea of how they can request work to be prioritized by your team, with transparency into what the trade-offs are</li>
  <li>Team is able to get work required from dependency teams prioritized with a reasonable expectation that commitments are honoured</li>
  <li>Agreements are documented in writing</li>
  <li>Progress and set backs are regularly communicated to key stakeholders</li>
  <li>When collaborative projects are completed, credit is shared among the contributors</li>
  <li>There is a clear, mutually-respectful escalation path for issues that cannot be resolved between peer managers/engineers</li>
  <li>Managers are able to discuss issues privately in a psychologically safe manner</li>
</ol>

<h2 id="section-3-managing-senior-management-relationships">Section 3: Managing senior management relationships</h2>

<ol>
  <li>Direct management has clear visibility into the progress of the team</li>
  <li>Direct management/management chain is appropriately involved in issues requiring special attention</li>
  <li>You are able to advocate for specific prioritization decisions; priorities are set with transparency</li>
  <li>Clear agreement on goals and definition of success</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-02-11, with 415 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How To Create Your Own Luck</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-create-your-own-luck"/>
    <id>/how-to-create-your-own-luck</id>
    <updated>2025-02-10T00:00:00+00:00</updated>
    <published>2025-02-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Crickett</name>
      <uri>https://read.developingskills.fyi/p/how-to-create-your-own-luck</uri>
    </author>
    <content type="html"><![CDATA[<p>Like John, I’d consider myself on the not particularly lucky side of the spectrum.</p>

<p>However, my career has been on a steady upwards trajectory. A lot of that growth has been down to a couple of really clear moments.</p>

<ol>
  <li>As an engineer or lead engineer I was one of a small number (often less than 3) to volunteer for initiatives or work efforts. Every single one of them that my leadership team or my engineering team were asking about my hand would go up. This gave me a broad range of experiences but also where I was not selected some feedback as to why and where I had a gap in my skill set.</li>
  <li>Trying; I try things e.g., applying for jobs that maybe I was not ready for (I was) or not ticking off every item on the job spec (does anyone?)</li>
</ol>

<p>Do these two things make me lucky or fortunate maybe in the eyes of others buy you make your own luck.</p>

<p>You don’t score the shots you don’t take.</p>

<blockquote>
  <p>When I started my career as a software engineer I was lucky enough to get to work on the most interesting project the company had.</p>
</blockquote>

<blockquote>
  <p>Then when that project was done, I moved on to the next, new and very interesting project. Weirdly, when that project was over I moved to a third really interesting project. At this point people around me started commenting on it: “Hey, John, you’re so lucky, you get to work on the best projects and you’re just a junior developer. I wish I could work those projects instead of what I’m doing!”</p>
</blockquote>

<blockquote>
  <p>Fast forward eighteen months, I’ve started my own business and it’s going well. I’ve managed to land a couple of good clients and we’re making a reasonable profit. I start to hear the same thing again: “Hey, John, you’re so lucky, you started a business and a couple of good clients just fell in your lap. I’ve struggled to grow my business for two years and never got such good clients”.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-10, with 348 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Introducing slash green</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/introducing-slash-green"/>
    <id>/introducing-slash-green</id>
    <updated>2025-02-10T00:00:00+00:00</updated>
    <published>2025-02-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Big fan of the <a href="https://slashpages.net">slash pages</a> “movement” in the IndieWeb seen such that I would like to introduce my own suggestion.</p>

<p><a href="/green">/green</a></p>

<p>A page for authors/website owners to share their work towards the environment and decarbonisation.</p>

<p>There are a number of free tools that estimate the carbon footprint of websites which can be added to the site, as well listing other green or sustainable solutions.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-10, with 67 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] K is for K.I.S.S.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/k-is-for-k.i.s.s."/>
    <id>/k-is-for-k.i.s.s.</id>
    <updated>2025-02-10T00:00:00+00:00</updated>
    <published>2025-02-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Codemanship</name>
      <uri>https://codemanship.wordpress.com/2025/02/06/the-a-z-of-code-craft-k-is-for-k-i-s-s/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>We might think that simpler code will be easier to write, but it turns out that, quite often, simpler is harder.
It takes more thought. It takes more discipline. And it requires us both to let go of preconceived ideas about design, and to let go of our egos. A lot of complexity in code is accidental – we just didn’t think of a simpler way. But a lot is also deliberately created to impress, in the mistaken belief that more sophisticated code means a more sophisticated coder.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-10, with 90 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Institutions will be institutions - boys will be boys</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/institutions-will-be-institutions,-boys-will-be-boys"/>
    <id>/institutions-will-be-institutions,-boys-will-be-boys</id>
    <updated>2025-02-09T00:00:00+00:00</updated>
    <published>2025-02-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Fatalism that no matter how one is educated, how one is nurtured it’s inevitable that certain characteristics or behaviours will exist.</p>

<p>The thing with institutions is that they will largely follow the crowd. Their customers are the job creators, the revenue generators, the base for many performance metrics.</p>

<p>The thing with Humans being marginalised is that they won’t forget and can vote with their feet. Institutions are unlikely to win those customers back.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-09, with 73 words.</p>
          <p><center>***</center></p>
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    ]]></content>
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<entry>
    <title type="text">[post] A Well Known URL For Your Personal Avatar</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-well-known-url-for-your-personal-avatar"/>
    <id>/a-well-known-url-for-your-personal-avatar</id>
    <updated>2025-02-08T00:00:00+00:00</updated>
    <published>2025-02-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jim Nielsen</name>
      <uri>https://blog.jim-nielsen.com/2023/well-known-avatar/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Well-known URLs are pretty neat. I’ve even dared propose one before here on my blog.
And now I’m here to propose another:
.well-known/avatar
The idea is: anybody that owns a domain can put their avatar in a well-known location.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-08, with 41 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Castro adds transcript support</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/castro-adds-transcript-support"/>
    <id>/castro-adds-transcript-support</id>
    <updated>2025-02-08T00:00:00+00:00</updated>
    <published>2025-02-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/transcript-tag-release</uri>
    </author>
    <content type="html"><![CDATA[<p>Castro Podcast app</p>

<blockquote>
  <p>We have full support for the four formats outlined in the podcast-namespace. So any standard JSON, SRT, or VTT file will “just work”. See example file here corresponding to the screenshot above.
HTML support is a bit trickier but we’ve got it working well, even for podcasts with somewhat non-standard timestamps.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-08, with 56 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Raycast Adds Hyperkey</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/raycast-hyper-key"/>
    <id>/raycast-hyper-key</id>
    <updated>2025-02-04T00:00:00+00:00</updated>
    <published>2025-02-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Finally, Spotlight replacement and all round productivity app, <a href="https://www.raycast.com/">Raycast</a> has added a hyperkey.</p>

<p>Hyperkey is a shortcut and replaces the combination of shift, control, alt and command. i.e., pressing one key over all four modifiers.</p>

<p>This great for programming specific key combinations e.g. I use <code class="language-plaintext highlighter-rouge">hyperkey H</code> to go to my home page. <code class="language-plaintext highlighter-rouge">hyperkey 1</code> to got to 1Password in all the aim of improving productivity - spending more time with hands on the keyboard.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-04, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to Write Good Runbooks</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-write-good-runbooks"/>
    <id>/how-to-write-good-runbooks</id>
    <updated>2025-02-01T00:00:00+00:00</updated>
    <published>2025-02-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Raviraj Achar</name>
      <uri>https://newsletter.techleadmentor.com/p/how-to-write-good-runbooks</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Qualities of a Good Runbook:</p>
</blockquote>

<blockquote>
  <ul>
    <li>A single runbook focuses on a single problem: short &amp; sweet.</li>
    <li>It has the necessary steps to confirm the problem in the form of graphs &amp; dashboard links.</li>
    <li>It is easy to follow, even for a relatively new person on the team, and eliminates any guessing game.</li>
    <li>It is easy to distinguish between false positives &amp; real issues.</li>
    <li>It provides a list of straightforward actions to take based on the problems.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-01, with 82 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Public Statement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/public-statement"/>
    <id>/public-statement</id>
    <updated>2025-02-01T00:00:00+00:00</updated>
    <published>2025-02-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Just an a brief announcement to let you all know that I have not owned or leased a diesel car between 2008 and 2020.</p>

<p>I have also not been in an accident that was not my fault.</p>

          <p><center>***</center></p>
          <p> // Published 2025-02-01, with 37 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] What Makes a Good Team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-makes-a-good-team"/>
    <id>/what-makes-a-good-team</id>
    <updated>2025-02-01T00:00:00+00:00</updated>
    <published>2025-02-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Accidentally in Code</name>
      <uri>https://cate.blog/2025/01/21/what-makes-a-good-team/amp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>No team is perfect, but I think it’s often kind of obvious when a team is bad – there’s usually a level of chaos or drama, a sense that they can’t be relied on or don’t really deliver the value that the organization needs. I think it’s also quite obvious when a team is good, mainly from the output of the team, but the underlying operating that goes into that tend to be less obvious.
Practically, most teams are somewhere in the middle. Not terrible, but not as good as they could be either. Here’s my list of what I think makes a good team. If you think I’m missing anything please let me know in the comments or on your preferred social media.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-02-01, with 126 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Load the default OS font with CSS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/load-the-default-os-font-with-css"/>
    <id>/load-the-default-os-font-with-css</id>
    <updated>2025-01-26T00:00:00+00:00</updated>
    <published>2025-01-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Stefan Judis</name>
      <uri>https://www.stefanjudis.com/blog/load-the-default-os-font-with-css/</uri>
    </author>
    <content type="html"><![CDATA[<p>Very cool indeed, I have given this site a little stylistic refresh over the last week or so.</p>

<ul>
  <li>Reducing the used colour scheme to 5 major colours and one minor accent</li>
  <li>Updated the font family as per Stefan’s post and removed a script call to Google</li>
</ul>

<p>This should mean better performance, less maintenance and easier refreshes in the future utilising variables in my scss file.</p>

<blockquote>
  <p>Cool! By using system-ui as default font, I could clean up a bit of CSS and go with this beauty.</p>
  <div class="language-css highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="nt">body</span> <span class="p">{</span> <span class="nl">font-family</span><span class="p">:</span> <span class="n">system-ui</span><span class="p">,</span> <span class="nb">sans-serif</span><span class="p">;</span> <span class="p">}</span>
</code></pre></div>  </div>
  <p>Nice and clean. This site will now render .SF NS on MacOS, and I don’t have a Windows machine, but it seems to be Segoe UI Variable. But whatever is available on the OS does the trick for me.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-01-26, with 149 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Flow Metrics - Agile Development Performance Measurement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/flow-metrics"/>
    <id>/flow-metrics</id>
    <updated>2025-01-19T00:00:00+00:00</updated>
    <published>2025-01-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Scrum.org</name>
      <uri>https://www.scrum.org/resources/blog/case-flow-metrics</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Flow metrics offer a smarter way to plan, size, and forecast work for Agile teams. They keep things simple, cut down on overcomplicated estimations, and give you more accurate forecasts. By counting completed Product Backlog Items each Sprint, your team can focus more on delivering real value and less on debating the size of the work. If you’re not already using flow metrics, it might be time to give them a try. You’ll find that it can make a world of difference in how you plan and deliver.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-01-19, with 90 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GOV Forms through the ages</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gov-forms-through-the-ages"/>
    <id>/gov-forms-through-the-ages</id>
    <updated>2025-01-19T00:00:00+00:00</updated>
    <published>2025-01-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Government Digital Service</name>
      <uri>https://gds.blog.gov.uk/2024/12/03/gov-uk-forms-through-the-ages/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>We moved into private beta and started building the product in March 2022. Our aims in this phase were to deliver enough features to drive adoption, and test the platform with a small number of partner departments to validate our designs.
Throughout this phase we tested regularly to make sure our platform worked for everyone. We spoke with civil servants and members of the public, including people with different levels of digital confidence and users with access needs.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-01-19, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] New Front-End Features For Designers In 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/new-front-end-features-for-designers-in-2025"/>
    <id>/new-front-end-features-for-designers-in-2025</id>
    <updated>2025-01-19T00:00:00+00:00</updated>
    <published>2025-01-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Smashing Magazine</name>
      <uri>https://www.smashingmagazine.com/2024/12/new-front-end-features-for-designers-in-2025/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>As we are moving towards 2025, it’s a good time to revisit some of the incredible new technologies that are broadly available and supported in modern browsers today. Let’s dive right in and explore how they can simplify your day-to-day work and help you build modern UI components.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-01-19, with 50 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] What does your manager really mean?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-does-your-manager-think"/>
    <id>/what-does-your-manager-think</id>
    <updated>2025-01-07T00:00:00+00:00</updated>
    <published>2025-01-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Decoding Your Manager</name>
      <uri>https://decodingyourmanager.substack.com/p/why-this-now</uri>
    </author>
    <content type="html"><![CDATA[<p>I’m at a stage in my career and life more generally, where I would like to help people - it’s that old cliché of giving back to the technology community.</p>

<p>I would like to build a community of Software Engineers (as that’s my background but everyone is welcome) who would like a candid response to their questions or to help decode what they manager really thinks.</p>

<p>Most managers haven’t had any training and are not good at giving feedback so I thought I would create a place whereby you submit questions and I answer them, leaning on my 20 years of experience in Software Engineering and 7 years of people leadership roles (Engineering Manager, Head of Development, Head of Engineering etc).</p>

          <p><center>***</center></p>
          <p> // Published 2025-01-07, with 121 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Magic Links and Passkeys</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/magic-links-passkeys"/>
    <id>/magic-links-passkeys</id>
    <updated>2025-01-06T00:00:00+00:00</updated>
    <published>2025-01-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Ricky Mondello</name>
      <uri>https://rmondello.com/2025/01/02/magic-links-and-passkeys/</uri>
    </author>
    <content type="html"><![CDATA[<p>A well-written post by <a href="https://www.linkedin.com/in/rmondello/">Ricky Mondello</a> highlights their expertise in the password and authentication space.</p>

<p>The blog post on 404 media login flow is intriguing. As a strong advocate for password managers, I utilize Passkeys whenever available. However, I find it irritating and cringy that numerous essential services, such as a workplace pension provider, utilities, and other ‘must-have, cannot be easily changed’ services (e.g., Council Tax), still rely on SMS codes, lack autofill capabilities, or impose severely limited password lengths. For instance, Virgin Media’s 20-character limit persists after at least 15 years.</p>

<p>Incidentally, Virgin Media’s character limit strongly suggests that they do not hash and salt passwords, effectively storing them in plain text in a database. This practice is inherently insecure. Fortunately, I have finally ended my Virgin Media usage and adopted sensible practices such as avoiding duplicate passwords across all platforms.</p>

<p>My preferred authentication flow is autofilling a passkey, followed by autofilling the username and password for sites without passkey support. Applications like 1Password facilitate this process effortlessly. While magic links can be inconvenient, particularly due to the tendency to forget during the flow, as sites sometimes default to a password and it then involves a click and another autofill of an email address, and then one can encounter a slight delay and context switch while accessing email clients, which are often distracting due to unread emails.</p>

<p>On Apple devices, automatic prompts for code completion via SMS and email are provided, eliminating the need for magic links. This approach allows users to wait for the prompt and use it within the current app or website, minimizing distractions. Apple also offers the option to automatically delete access code emails, ensuring a seamless user experience. - I’d suggest the autofill code and the hash on magic links become one and we call them Magic Codes (keeping the simple and more user friendly 6 character string - think how GitHub show’s just the first 6 characters on a commit visually)</p>

<blockquote>
  <p>For the purpose of improving a passwordless authentication strategy using magic links, what’s important to remember is that passkeys suffer from none of the security problems that passwords have, and that signing in with passkeys is super fast, keeps users in their context, and never requires switching over to another app.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2025-01-06, with 382 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Going Greener - Electric Vehicle and Solar Panel Setup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/going-greener"/>
    <id>/going-greener</id>
    <updated>2025-01-05T00:00:00+00:00</updated>
    <published>2025-01-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>On the verge of an acquiring a full electric EV for the wife. I don’t drive, installing a EV charger to compliment this.</p>

<p>Having 10 solar panels and a 5kw battery installed too.</p>

<p>Next would be some insulating cladding. A heat pump and new radiator as well as a new kitchen and transitioning to a fully electric home with a high EPC rating and low cost energy needs.</p>

<p>Given I’ve never driven, have taken only a few flights in my lifetime, recycle well, I must be close to being carbon neutral.</p>

<p>What next?</p>

          <p><center>***</center></p>
          <p> // Published 2025-01-05, with 93 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Olio - Community Food Sharing and Waste Reduction</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/olio"/>
    <id>/olio</id>
    <updated>2025-01-05T00:00:00+00:00</updated>
    <published>2025-01-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Rejoined* Olio and gifted 28 items to local people saving them from landfill.</p>

<ul>
  <li>I delete my accounts when not in use in a digital hygiene and minimalism approach.</li>
</ul>

<p>I would recommend this to anyone aiming to be more sustainable, having a surplus of food and non-food items to give or if you are in need of a wide variety of items - in conjunction with food banks etc</p>

          <p><center>***</center></p>
          <p> // Published 2025-01-05, with 70 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Stench of Musk - Commentary on Priorities and Politics</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/stench-of-musk"/>
    <id>/stench-of-musk</id>
    <updated>2025-01-05T00:00:00+00:00</updated>
    <published>2025-01-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Just a thought; but perhaps the world’s richest man should spend less time focusing on the standard of policitians in the UK and spend more time solving a number of crises in his own country not least the non-zero chance of children going to school on Monday getting murdered by a man with a semi-automatic rifle.</p>

<p>Also Tesla sales are below benchmarks. LOL.</p>

          <p><center>***</center></p>
          <p> // Published 2025-01-05, with 63 words.</p>
          <p><center>***</center></p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Budgetary ideas for 2025</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/budgetary-ideas-for-2025"/>
    <id>/budgetary-ideas-for-2025</id>
    <updated>2025-01-04T00:00:00+00:00</updated>
    <published>2025-01-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ol>
  <li>Reform national insurance tax with its removal and incorporate it into income tax. Remove contributions from employers to incentivise hiring.</li>
  <li>Increase income tax threshold from 50,270 to 75,000 but offset this by increasing the rate to 45%</li>
  <li>Reform child tax benefits by removing all thresholds</li>
  <li>Reform loss of personal allowance for earnings over 100,00 by removing it completely- smoothing the incremental tax line.</li>
  <li>Increase income tax threshold from 12,570 to 16,000</li>
  <li>Increase ISA allowance from 20,000 to 24,000</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2025-01-04, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Rebel Moon - Part Two: The Scargiver</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT23137904"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Rebel Moon - Part Two: The Scargiver (2024)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT23137904/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Duchess</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT18300732"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Duchess (2024)</h3>
      <p><strong>Rated:</strong> 10/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT18300732/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] DarkGame</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5613018"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>DarkGame (2024)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5613018/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Bull</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13266998"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Bull (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13266998/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lift</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14371878"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lift (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14371878/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Atlas</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14856980"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Atlas (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14856980/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Under Paris</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13964390"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Under Paris (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13964390/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Trigger Warning</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5834874"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Trigger Warning (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5834874/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Damsel</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13452446"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Damsel (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13452446/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Beverly Hills Cop: Axel F</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3083016"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Beverly Hills Cop: Axel F (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3083016/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Union</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12610390"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Union (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12610390/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Rebel Ridge</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11301886"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Rebel Ridge (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11301886/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Carry-On</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT21382296"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Carry-On (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT21382296/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Shadow Strays</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT28349451"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Shadow Strays (2024)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT28349451/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Something in the Water</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT22863968"/>
    <id></id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Something in the Water (2024)</h3>
      <p><strong>Rated:</strong> 2/10</p>
      <p><strong>Added:</strong> 2025-01-01</p>
      <p><a href="https://www.imdb.com/title/TT22863968/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Picks of the year 2024</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/picks-of-the-year-2024"/>
    <id>/picks-of-the-year-2024</id>
    <updated>2025-01-01T00:00:00+00:00</updated>
    <published>2025-01-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="tech">Tech</h2>

<p>The M4 Mac mini (entry level) for its size and power. It does everything I need and it is probably the best value Mac ever made.</p>

<ul>
  <li>Winner: M4 Mac Mini</li>
  <li>Runner up: N80 keyboard by Royal Kludge</li>
</ul>

<h2 id="app">App</h2>

<p>1Password is still the best app across all platforms for me. It’s central to managing all my online accounts, private notes and docs for my family.</p>

<p>Castro is a close runner up after some decent changes under new ownership. App seems to struggle under the load of 200 subscriptions though.</p>

<ul>
  <li>Winner: 1Password</li>
  <li>Runner Up: Castro</li>
</ul>

<h2 id="book">Book</h2>

<ul>
  <li>Winner: A completely different game - Emma Hayes</li>
  <li>Runner up: N/A</li>
</ul>

<h2 id="film">Film</h2>

<ul>
  <li>Winner: Duchess</li>
  <li>Runner up: N/A</li>
</ul>

<h2 id="music">Music</h2>

<p>Most played artist, most played album artists according to Apple Music</p>

<ul>
  <li>Winner: Nick Cave</li>
  <li>Runner up: Suede</li>
</ul>

<h2 id="youtube">YouTube</h2>

<ul>
  <li>Winner: James Shack</li>
  <li>Runner up: PoliticsJoe</li>
</ul>

<h2 id="podcast">Podcast</h2>

<p>Over the year these two podcasts were often moved to the top of my queue, top, top drawer and tend to be always listen.</p>

<ul>
  <li>Winner: Football Cliches</li>
  <li>Runner up: Three Bean Salad</li>
</ul>

<h2 id="moment">Moment</h2>

<p>My wife’s surgery was the key moment of the year particularly the urgency in which it came about. Slowly very slowly then quickly. It’s hampered our lives this year including not taking a family holiday or anniversary trip Venice.</p>

<p>I also got a new job this year and it’s night and day on how I feel about work now. Amazing what moving away from a clueless micro manager can do for one’s stress levels.</p>

<ul>
  <li>Winner: Wife’s spinal surgery</li>
  <li>Runner up: New job</li>
</ul>

<h2 id="business">Business</h2>

<p>For overall customer service, speeding responses and good proactive comms</p>

<ul>
  <li>Winner: Octopus Energy (Solar &amp; EV chargers)</li>
  <li>Runner up: YouFibre</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2025-01-01, with 301 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] A new free tier for GitHub Copilot in VS Code</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-new-free-tier-for-github-copilot-in-vs-code"/>
    <id>/a-new-free-tier-for-github-copilot-in-vs-code</id>
    <updated>2024-12-29T00:00:00+00:00</updated>
    <published>2024-12-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/news-insights/product-news/github-copilot-in-vscode-free/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>GitHub has a long history of offering free products and services to developers. Starting with free open source and public collaboration, we added free private repos, free minutes for GitHub Actions and GitHub Codespaces, and free package and release storage. Today, we are adding GitHub Copilot to the mix by launching GitHub Copilot Free.
Now automatically integrated into VS Code, all of you have access to 2,000 code completions and 50 chat messages per month, simply by signing in with your personal GitHub account. Or by creating a new one. And just last week, we passed the mark of 150M developers on GitHub</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-12-29, with 105 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Accessibility posts at Smashing Magazine</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/accessibility-posts-at-smashing-magazine"/>
    <id>/accessibility-posts-at-smashing-magazine</id>
    <updated>2024-12-29T00:00:00+00:00</updated>
    <published>2024-12-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li><a href="https://smashingmagazine.com/2024/06/how-make-strong-case-accessibility/">How to make a strong case for accessibility</a></li>
  <li><a href="https://smashingmagazine.com/2024/07/getting-bottom-minimum-wcag-conformant-interactive-element-size/">Minimum WCAG element size</a></li>
  <li><a href="https://smashingmagazine.com/2024/11/why-optimizing-lighthouse-score-not-enough-fast-website/">Lighthouse scores not enough</a></li>
  <li><a href="https://smashingmagazine.com/2024/12/importance-graceful-degradation-accessible-interface-design/">Graceful degradation accessible interface design</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2024-12-29, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Make the state more like a start up</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/make-the-state-more-like-a-start-up"/>
    <id>/make-the-state-more-like-a-start-up</id>
    <updated>2024-12-29T00:00:00+00:00</updated>
    <published>2024-12-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/government/news/pat-mcfadden-vows-to-make-the-state-more-like-a-start-up-as-he-deploys-reform-teams-across-country</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Pat McFadden will pledge to make the state “more like a start up” as he launches a £100 million fund to pioneer public service reform and deliver the Government’s Plan for Change. The Chancellor of the Duchy of Lancaster will warn: “If we keep governing as usual, we are not going to achieve what we want to achieve”.
The speech about reform of the state comes after the Prime Minister unveiled his plan that will put more money in people’s pockets, get the NHS back on its feet and rebuild Britain.
Speaking at University College London’s East Campus in Stratford on Monday, Mr McFadden will call for more of Whitehall to adopt the “test and learn culture” of the best digital companies and first-class government projects.
Test it. Fix the problems. Change the design. Test it again. Tweak it again. And so on, and so on, for as long as you provide the service. Suddenly, the most important question isn’t, ‘How do we get this right the first time?’. It’s ‘How do we make this better by next Friday?
That’s the test and learn mindset, and I’m keen to see where we can deploy it in government. Where we can make the state a little bit more like a start-up.
He will launch a new £100 million Innovation Fund to deploy new test-and-learn teams around the country who will apply this mindset to the public sector’s biggest challenges.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-12-29, with 240 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Finally - Unified Sports Streaming Service Dream</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/finally"/>
    <id>/finally</id>
    <updated>2024-12-13T00:00:00+00:00</updated>
    <published>2024-12-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>currently one needs access to Sky, Discovery, Prime, BBC, YouTube, Dazn and a VPN to watch their teams play.</p>

<p>Wouldn’t it be ace if instead one could pay a single monthly fee to get it all in one service.</p>

<blockquote>
  <p>The Premier League has also announced it will start to produce and distribute its own live coverage of matches after ending its 20-year partnership with IMG’s Premier League Productions, which provides broadcast coverage for countries overseas.
The new in-house operation, which will launch in 2026, also gives the league more control over any direct-to-viewer system in the future. It is likely to mean Professional Game Match Officials Ltd’s VAR operations will move from Stockley Park in west London, where Premier League Productions is based, to new premises.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-12-13, with 128 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Measuring developer experience - theory of improvement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/measuring-developer-experience-theory-of-improvement"/>
    <id>/measuring-developer-experience---theory-of-improvement</id>
    <updated>2024-12-13T00:00:00+00:00</updated>
    <published>2024-12-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/measuring-developer-experience-benchmarks-theory-of-improvement/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Before testing my four new criteria against recent developments in the developer productivity space, I wanted to do a bit of Wardley mapping to better explain where I’ve seen challenges in these tools, and why I think DX’s approach is relatively novel.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-12-13, with 44 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Bad Booking UX - Train Ticket Booking Frustrations</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bad-booking-ux"/>
    <id>/bad-booking-ux</id>
    <updated>2024-11-17T00:00:00+00:00</updated>
    <published>2024-11-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Bad User Experiences are bad and immediately cause resentment and dissatisfaction. Even stress and anxiety too.</p>

<p>On Sunday night I chose to book three train tickets for my family for an upcoming trip with an open return and using a family and friends railcard.</p>

<p>A well known train ticket booking app, asked if I wanted to reserve some seats. Oh yes please.</p>

<p>The booked seats</p>

<ul>
  <li>Carriage C, Seat 16, Window</li>
  <li>Carriage C, Seat 57, Window</li>
  <li>Carriage C, Seat 61, Window</li>
</ul>

<p>Yes that’s right, reader, In their infinite wisdom they have decided that my 8 year old child will sit alone, my wife will sit alone elsewhere, and in all probabilities I’ll be sat out of sight at the other end of the carriage.</p>

<p>Looking at the email for our open return it states the return date as the day we depart. Heart begins to race that I’ve wasted loads of money so after my stomach settles. I check again online to ensure I did book the open return we had intended. Thankfully I was right and the app was wrong.</p>

<p>This app also auto selects a checkbox to open a well-known hotel booking site too. Rather irritating experience all told.</p>

<p>Unfortunately, there isn’t really a viable alternative.</p>

          <p><center>***</center></p>
          <p> // Published 2024-11-17, with 209 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Team Work - Multidisciplinary Approach to Success</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/team-work"/>
    <id>/team-work</id>
    <updated>2024-11-16T00:00:00+00:00</updated>
    <published>2024-11-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Emma Hayes</name>
      <uri>https://amzn.eu/d/anQrhAI</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In everyday life unilateral thinking stifles creativity, deters debate, and encourages intellectual cowardice. The reality is that the most effective modern institutions–and the best sports teams–have a multidisciplinary, multifunctional approach. Outstanding performance in any field is rarely achieved in isolation. Operating in silos, in which staff work independently without sharing best practice and pivotal information undermines from within.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-16, with 60 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Mastery Quote - The Ultimate Status Achievement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mastery"/>
    <id>/mastery</id>
    <updated>2024-11-10T00:00:00+00:00</updated>
    <published>2024-11-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Derek Sivers</name>
      <uri>https://sive.rs</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Mastery is the best goal because the rich can’t buy it, the impatient can’t rush it, the privileged can’t inherit it, and nobody can steal it. You can only earn it through hard work. Mastery is the ultimate status.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-10, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] SMURF Beyond the Test Pyramid</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/smurf-beyond-the-test-pyramid"/>
    <id>/smurf-beyond-the-test-pyramid</id>
    <updated>2024-11-09T00:00:00+00:00</updated>
    <published>2024-11-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Google Testing Blog</name>
      <uri>https://testing.googleblog.com/2024/10/smurf-beyond-test-pyramid.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In many cases, the relationships between the SMURF dimensions are in tension: improving one dimension can affect the others. However, if you can improve one or more dimensions of a test without harming the others, then you should do so. When thinking about the types of your tests (unit, integration, end-to-end), your choices have meaningful implications for your test suite’s cost and the value it provides.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-09, with 68 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GOVForms in motion</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/govforms-in-motion"/>
    <id>/govforms-in-motion</id>
    <updated>2024-11-07T00:00:00+00:00</updated>
    <published>2024-11-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Government Digital Service</name>
      <uri>https://gds.blog.gov.uk/2024/11/04/gov-uk-forms-in-motion/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Teams right across central government can now sign up to quickly create secure and accessible digital forms without needing any technical knowledge. We estimate this has already saved government teams over 2 years in processing time since September 2022.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-07, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A manifesto for Human-Centric Engineering</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-manifesto-for-human-centric-engineering"/>
    <id>/a-manifesto-for-human-centric-engineering</id>
    <updated>2024-11-01T00:00:00+00:00</updated>
    <published>2024-11-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Holmes</name>
      <uri>https://humancentricengineering.substack.com/p/a-manifesto-for-human-centric-engineering</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Miserable engineers are unlikely to make software that makes customers happy. Prioritising the developer experience doesn’t mean pandering to engineers, or obsessing over their feelings, it is an indicator that they are working efficiently and effectively to deliver sustainable value. Developer Experience is a good proxy for productivity.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-01, with 50 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Four things I learned from coaching that made me a better leader</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/four-things-i-learned-from-coaching-that-made-me-a-better-leader"/>
    <id>/four-things-i-learned-from-coaching-that-made-me-a-better-leader</id>
    <updated>2024-11-01T00:00:00+00:00</updated>
    <published>2024-11-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Accidentally in Code</name>
      <uri>https://cate.blog/2024/10/08/four-things-i-learned-from-coaching-that-made-me-a-better-leader/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Have you ever found yourself in the middle of an argument and not been sure how you got there? People tend to match other people’s energy, so if someone comes in hot you might – naturally, no judgment here – meet them hot in return. Learning to replace reaction with a question can diffuse a heated reaction and make sure you’re having the conversation that will actually move this forward.
The next time someone seems annoyed, take a deep breath and get curious instead. See what you can learn – rather than what you can win.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-11-01, with 98 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Interviewing for Evidence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/interviewing-for-evidence"/>
    <id>/interviewing-for-evidence</id>
    <updated>2024-10-31T00:00:00+00:00</updated>
    <published>2024-10-31T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dan North</name>
      <uri>https://dannorth.net/interviewing-for-evidence/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Experiential evidence is about things the candidate has done. These questions tend to take the form:</p>
</blockquote>

<blockquote>
  <p>‘Tell me about a time when…’
‘Can you give me an example of…?’
‘Then what did you do?’
‘How did you respond?’</p>

  <p>A good experiential question is open, which gives the candidate a chance to share their experience, while being specific enough to prevent the candidate wandering off on tangents, or at least to allow the interviewer to interject if they do.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-10-31, with 82 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Passwords Generated Strong Password Format</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-passwords-generated-strong-password-format"/>
    <id>/apple-passwords-generated-strong-password-format</id>
    <updated>2024-10-28T00:00:00+00:00</updated>
    <published>2024-10-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Ricky Mondello</name>
      <uri>https://rmondello.com/2024/10/07/apple-passwords-generated-strong-password-format/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’ve noticed some of these details, like that the passwords are comprised of little “fake words” and are dominated by lowercase letters, but I hadn’t noticed all of them. It’s a bunch of clever little touches, all in the aim of making strong passwords that are <em>convenient</em> in odd situations (like typing them with a game controller).</p>
</blockquote>

<p>John Gruber (Daring Fireball) on Mondello</p>

<p>The convenience of passwords on odd devices with odd keyboards is to not need passwords at all or to handoff to nearby devices to use a Password Manager like 1Password.</p>

          <p><center>***</center></p>
          <p> // Published 2024-10-28, with 95 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Extra £100m bill for state pension rise next year</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/extra-100m-bill-for-state-pension-rise-next-year"/>
    <id>/extra-£100m-bill-for-state-pension-rise-next-year</id>
    <updated>2024-10-28T00:00:00+00:00</updated>
    <published>2024-10-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/upward-revision-of-earning-figures-gives-rachel-reeves-unwelcome-extra-100m-bill-for-state-pension-rise-next-year-steve-webb-lcp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Last month the provisional estimate was 4.0% but today this has been revised to 4.1%.  Just this extra 0.1% adds around £100m to the state pension bill under the triple lock formula.</p>
</blockquote>

<p>Scrap the triple lock and normalise the state pension with the threshold for basic rate of income tax. And then up it as bonus to keep pensioners happy.</p>

<p>The state pension will always be tax free. Is a headline governments can be won on.</p>

<p>Also by brining these together it unites pensioners with workers rather than dividing them.</p>

<p>Off set the cost by a new annual wealth tax of 2.5% on the top earners (income over 1 million a year). Then use future years to create a JSIPP for all those kids entering primary school with a deposit of £3-5k. - in time this could replace the state pension by letting compounding do its work.</p>

          <p><center>***</center></p>
          <p> // Published 2024-10-28, with 149 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Microsoft Teams is getting threads and combined chats and channels</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/microsoft-teams-is-getting-threads-and-combined-chats-and-channels"/>
    <id>/microsoft-teams-is-getting-threads-and-combined-chats-and-channels</id>
    <updated>2024-10-28T00:00:00+00:00</updated>
    <published>2024-10-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Microsoft is finally adding threaded conversations to its Microsoft Teams communications app. Threaded conversations in Teams won’t arrive until mid-2025, but ahead of that, Microsoft is also combining its separate chats and channels UI inside Teams into a single view.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-10-28, with 42 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pension transfer times at lowest since pandemic</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pension-transfer-times-at-lowest-since-pandemic"/>
    <id>/pension-transfer-times-at-lowest-since-pandemic</id>
    <updated>2024-10-28T00:00:00+00:00</updated>
    <published>2024-10-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/pension-transfer-times-at-lowest-since-pandemic/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Pension transfer times are at their lowest since the end of the pandemic in 2021, new data from the Origo Transfer Index shows, even as transfers volumes have continued to increase.</p>
</blockquote>

<p>This is good news, but I read lowest and think slowest. Maybe it’s just me. Why not title this as at “Pension transfers at their fastest since Pandemic”.</p>

          <p><center>***</center></p>
          <p> // Published 2024-10-28, with 61 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Owner of Wordpress counting lines of code - Oops</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/owner-of-wordpress-counting-lines-of-code-oops"/>
    <id>/owner-of-wordpress-counting-lines-of-code---oops</id>
    <updated>2024-10-14T00:00:00+00:00</updated>
    <published>2024-10-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>lol.</p>

<blockquote>
  <p><a href="https://rubyonrails.org/">Rails</a>, finally some open source! Looks like ~943k lines of code, 143k from Basecamp org. Automattic publishes 6.58M lines of open source code, 6.9x more than you. Yet, we’re “doing open source dirty”? <a href="https://www.shopify.com/">Shopify</a> used Rails to build a $7B/revenue and growing business, why didn’t you?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-10-14, with 51 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Women&apos;s super league broadcasting</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Womens-super-league-broadcasting"/>
    <id>/Womens-super-league-broadcasting</id>
    <updated>2024-09-29T00:00:00+00:00</updated>
    <published>2024-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I spoke to my dad in the summer about how rubbish the FA player was for casting, often streaming the wrong game on the wrong channel and generally a poor UI/UX on the player itself.</p>

<p>I was delighted to see WSL move to YouTube and was happily watching three games concurrently - benefitting from my 34’ widescreen. All was going well into the last 10 minutes of two fixtures when both feeds ended prematurely. West Ham went on to equalise and draw 1-1, even the <a href="https://www.bbc.co.uk/sport/live/cm2y91dp9r3t?post=asset%3Ac6ff6c33-26bc-4376-a989-e44cf808020d#post">BBC</a> Live feed couldn’t comment on the goal having had their <a href="https://www.bbc.co.uk/sport/live/cm2y91dp9r3t?post=asset%3A25ac8e31-cbb4-4e61-8144-8ede85b73359#post">feed</a> cut short, and Arsenal hung on to beat Leicester 1-0.</p>

<p>A terrible shame.</p>

          <p><center>***</center></p>
          <p> // Published 2024-09-29, with 112 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple silicon Mac mini 5 port</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-silicon-mac-mini-5-port"/>
    <id>/apple-silicon-mac-mini-5-port</id>
    <updated>2024-09-29T00:00:00+00:00</updated>
    <published>2024-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 512 Pixels</name>
      <uri>https://512pixels.net/2024/09/apple-silicon-mac-mini-5-port/</uri>
    </author>
    <content type="html"><![CDATA[<p>Sign me up, if this can match the Apple TV in size and run an M series SOC i’d be in for this.</p>

<p>All about the minimalist desk step up.</p>

<blockquote>
  <p>Apple has seemingly leaked the rumored next-generation Mac mini with five USB-C ports, according to a code change within Apple software that was discovered today by MacRumors contributor Aaron Perris.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-29, with 62 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Watch Sleep Apnea Detection Feature Now Available</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-watch-sleep-apnea-detection-feature-now-available"/>
    <id>/apple-watch-sleep-apnea-detection-feature-now-available</id>
    <updated>2024-09-29T00:00:00+00:00</updated>
    <published>2024-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting MacRumors</name>
      <uri>https://www.macrumors.com/2024/09/16/apple-watch-sleep-apnea-feature-150-countries/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Apple released watchOS 11 today following months of beta testing. A key new health-related feature included in the software update is sleep apnea detection, which is available starting today on the Apple Watch Series 10, Apple Watch Series 9, and Apple Watch Ultra 2 in more than 150 countries and regions, according to Apple.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-29, with 56 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Castro Podcast app is back</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/castro-podcast-app-is-back"/>
    <id>/castro-podcast-app-is-back</id>
    <updated>2024-09-29T00:00:00+00:00</updated>
    <published>2024-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/castro-explore-ios-18</uri>
    </author>
    <content type="html"><![CDATA[<p>Castro Podcast app</p>

<blockquote>
  <p>2024.9.1
This week’s release (2024.9.1) fixed some small UI bugs and crash issues from the previous build. I promised more alternate icon choices on social media but those were pushed to the next build as we really need to get the crash fixes out. Don’t worry, the icons are still coming in the next couple of weeks.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-29, with 62 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] If you use JavaScript</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/if-you-use-javascript"/>
    <id>/if-you-use-javascript</id>
    <updated>2024-09-29T00:00:00+00:00</updated>
    <published>2024-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://www.gov.uk/service-manual/technology/using-progressive-enhancement</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If you use a JavaScript framework you should:</p>

  <ul>
    <li>be able to justify with evidence, how using JavaScript would benefit users</li>
    <li>be aware of any negative impacts and be able to mitigate them</li>
    <li>consider whether the benefits of using it outweigh the potential problems</li>
    <li>only use the framework for parts of the user interface that cannot be built using HTML and CSS alone</li>
    <li>design each part of the user interface as a separate component
Having separate components means that if the JavaScript fails to load, it will only be that single component that fails. The rest of the page will load as normal.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-29, with 106 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] WhatsApp channel launched</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/whatsapp-channel-launched"/>
    <id>/whatsapp-channel-launched</id>
    <updated>2024-09-17T00:00:00+00:00</updated>
    <published>2024-09-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://whatsapp.com/channel/0029Vao1eXdId7nQJZY4gB3Q">Follow the The Social Software Engineer channel on WhatsApp</a></p>

          <p><center>***</center></p>
          <p> // Published 2024-09-17, with 10 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Team Spoons - Energy Management and Chronic Illness</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/team-spoons"/>
    <id>/team-spoons</id>
    <updated>2024-09-15T00:00:00+00:00</updated>
    <published>2024-09-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>In the <a href="https://archive.ph/o/WwKJw/https://www.washingtonpost.com/people/amanda-morris/">chronic illness and disability world</a>, there’s something called “spoon theory.” Writer <a href="https://archive.ph/o/WwKJw/https://butyoudontlooksick.com/articles/written-by-christine/the-spoon-theory/">Christine Miserandino</a> started it while explaining to a friend what chronic illness feels like, and grabbed a handful of spoons to make her point.</p>

  <p>In the theory, each spoon represents a finite unit of energy. Healthy people may have an unlimited supply of spoons, but people with chronic illnesses have to ration them just to get through the day.</p>

  <p>Spoon theory has become a shorthand for chronically ill people to explain how they’re feeling and coping day-to-day. And for me, it’s become a simple way to share with the able-bodied people in my life what I have the capacity for.</p>
</blockquote>

<p>Considering how this might apply to me, after two years of undiagnosed fatigue, but also how it might apply in an agile team setup working against an unsustainable pace.</p>

          <p><center>***</center></p>
          <p> // Published 2024-09-15, with 146 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Become the engineer everyone wants to work with</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/everyone-wants-to-work-with"/>
    <id>/everyone-wants-to-work-with</id>
    <updated>2024-09-14T00:00:00+00:00</updated>
    <published>2024-09-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Eng Leadership</name>
      <uri>https://newsletter.eng-leadership.com/p/become-the-engineer-everyone-wants</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Why should you become the engineer everyone wants to work with?</p>
</blockquote>

<blockquote>
  <p>You already got an idea why becoming such an engineer is so important from my mistake that I mentioned above.</p>
</blockquote>

<blockquote>
  <p>But also this is very important to keep in mind:</p>
</blockquote>

<blockquote>
  <p>Software development is a team activity and great teams build great software. So in order to build anything significant, we need to work well with others.</p>
</blockquote>

<blockquote>
  <p>And not just that, here are some more important arguments why becoming such an engineer is really important:</p>
</blockquote>

<blockquote>
  <ul>
    <li>You have a great reputation, which gets you more opportunities.</li>
    <li>You have a lot better time at your work because you have built good working relationships with your colleagues. Read more about how to build good relationships here: <a href="https://newsletter.eng-leadership.com/p/how-to-build-good-relationships-inside">How to build good relationships inside and outside your engineering team</a> (paid article)</li>
    <li>Engineers who are great to work with get promoted first.</li>
    <li>Managers value such engineers the most.</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-14, with 167 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How to Get Started using gov uk Forms</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/getting-started-with-govuk-forms"/>
    <id>/getting-started-with-govuk-forms</id>
    <updated>2024-09-14T00:00:00+00:00</updated>
    <published>2024-09-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Government Digital Service</name>
      <uri>https://gds.blog.gov.uk/2024/08/12/how-to-get-started-using-gov-uk-forms-experiences-of-the-content-team-at-the-dvsa/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <h2 id="identifying-things-that-would-be-better-as-forms">Identifying things that would be better as forms</h2>
</blockquote>

<blockquote>
  <p>We also audited all of the places on GOV.UK where we ask users to send structured information to a DVSA email address.</p>
</blockquote>

<blockquote>
  <p>We found about 60 of these. In most cases, we ask users to email no more than 5 pieces of data to us as part of a process, such as replacing lost documents.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-09-14, with 70 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] In Praise of Small Pull Requests</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/in-praise-of-small-pull-requests"/>
    <id>/in-praise-of-small-pull-requests</id>
    <updated>2024-09-14T00:00:00+00:00</updated>
    <published>2024-09-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Google Testing Blog</name>
      <uri>https://testing.googleblog.com/2024/07/in-praise-of-small-pull-requests.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Note: A “pull request” refers to one self-contained change that has been submitted to version control or which is undergoing code review. At Google, this is referred to as a”CL”, which is short for “changelist”.</p>
</blockquote>

<p>Prefer <a href="https://google.github.io/eng-practices/review/developer/small-cls.html">small, focused pull requests</a> that do exactly one thing each. Why? Several reasons:</p>

<ul>
  <li>Small pull requests are easier to review. A mistake in a focused pull request is more obvious. In a 40 file pull request that does several things, would you notice that one if statement had reversed the logic it should have and was using true instead of false? By contrast, if that if block and its test were the only things that changed in a pull request, you’d be a lot more likely to catch the error.</li>
  <li>Small pull requests can be reviewed quickly. A reviewer can often respond quickly by slipping small reviews in between other tasks. Larger pull requests are a big task by themselves, often waiting until the reviewer has a significant chunk of time.</li>
  <li>If something does go wrong and your continuous build breaks on a small pull request, the small size makes it much easier to figure out exactly where the mistake is. They are also easier to rollback if something goes wrong.</li>
  <li>By virtue of their size, small pull requests are less likely to conflict with other developers’ work. Merge conflicts are less frequent and easier to resolve.</li>
  <li>If you’ve made a critical error, it saves a lot of work when the reviewer can point this out after you’ve only gone a little way down the wrong path. Better to find out after an hour than after several weeks.</li>
  <li>Pull request descriptions are more accurate when pull requests are focused on one task. The revision history becomes easier to read.</li>
  <li>Small pull requests can lead to increased code coverage because it’s easier to make sure each individual pull request is completely tested.</li>
</ul>

<p>Small pull requests are not always possible. In particular:</p>

<ul>
  <li>Frequent pull requests require reviewers to respond quickly to code review requests. If it takes multiple hours to get a pull request reviewed, developers spend more time blocked. Small pull requests often work better when reviewers are co-located (ideally within Nerf gun range for gentle reminders).</li>
  <li>Some features cannot safely be committed in partial states. If this is a concern, try to put the new feature behind a <a href="https://martinfowler.com/articles/feature-toggles.html">flag</a>.</li>
  <li>Refactorings such as changing an argument type in a public method may require modifying many dozens of files at once.</li>
</ul>

<p>Nonetheless, even if a pull request can’t be small, it can still be focused, e.g., fixing one bug, adding one feature or UI element, or refactoring one method.</p>

          <p><center>***</center></p>
          <p> // Published 2024-09-14, with 451 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 11 ways to get better feedback from your manager</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/11-ways-to-get-better-feedback-from-your-manager"/>
    <id>/11-ways-to-get-better-feedback-from-your-manager</id>
    <updated>2024-05-08T00:00:00+00:00</updated>
    <published>2024-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Wes Kao</name>
      <uri>https://newsletter.weskao.com/p/get-better-feedback</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In this week’s newsletter, we’ll cover how to get more and better feedback from your manager:</p>
</blockquote>

<blockquote>
  <ol>
    <li>Make it insanely easy for your manager to give you feedback.</li>
    <li>“Feedback” might feel loaded. Ask what to do differently and what worked well.</li>
    <li>Give them permission to rip your work apart.</li>
    <li>Don’t romanticize feedback. You might already be getting it.</li>
    <li>Give your manager something concrete to react to.</li>
    <li>Don’t expect your manager to create a structured lesson plan for you.</li>
    <li>React positively when you get feedback.</li>
    <li>Frame why giving you feedback is ROI positive. It’s not always obvious or true.</li>
    <li>Specify what part you need help with.</li>
    <li>Be explicit about the type of feedback you’re looking for.</li>
    <li>Be the kind of operator managers want to invest in.</li>
  </ol>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-08, with 130 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to share your point of view even if you are afraid of being wrong</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-share-your-point-of-view-even-if-you-are-afraid-of-being-wrong"/>
    <id>/how-to-share-your-point-of-view-even-if-you-are-afraid-of-being-wrong</id>
    <updated>2024-05-08T00:00:00+00:00</updated>
    <published>2024-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Wes Kao</name>
      <uri>https://newsletter.weskao.com/p/high-performers-share-their-point-of-view</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In this week’s newsletter, we’ll cover principles on how to feel more confident sharing your point of view.</p>
</blockquote>

<blockquote>
  <ol>
    <li>The more controversial the idea, the higher the burden of proof.</li>
    <li>Update your assumptions about how you add value.</li>
    <li>Share where your hunch is coming from—because it’s coming from somewhere.</li>
    <li>Describe why the problem matters, so people understand why you’re speaking up.</li>
    <li>Don’t rely on your credentials. Your idea should make sense on its own.</li>
    <li>Use language that accurately reflects your level of certainty</li>
  </ol>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-08, with 88 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Printing music with CSS Grid</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/printing-music-with-css-grid"/>
    <id>/printing-music-with-css-grid</id>
    <updated>2024-05-08T00:00:00+00:00</updated>
    <published>2024-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cruncher</name>
      <uri>https://cruncher.ch/blog/printing-music-with-css-grid/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Rhythm is perhaps a little trickier to handle. There is not one immediately obvious smallest rhythmic division to adopt that will support all kinds of rhythms. A judgement call must be made about what minimum note lengths and what cross-rhythms to support inside a grid.
A 24-column-per-beat approach supports beat divisions to evenly lay out eighth notes (12 columns), sixteenth notes (6 columns) 32nd notes (3 columns) as well as triplet values of those notes. It’s a good starting point.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-08, with 82 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Castro new pricing under new ownership</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/castro-new-pricing-under-new-ownership"/>
    <id>/castro-new-pricing-under-new-ownership</id>
    <updated>2024-05-07T00:00:00+00:00</updated>
    <published>2024-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/pricing-updates</uri>
    </author>
    <content type="html"><![CDATA[<p>For me this would be an increase from £7.99 to £24.99, which is fine, if the service works.</p>

<p>I’m back using Castro again. I’d love a iPad and ATV apps and syncing as new features.</p>

<blockquote>
  <p>Subscription Extensions</p>

  <p>As a thank you for supporting us through this transition and to compensate for the changes above, all existing subscribers have received additional time on their subscription (monthly was extended 30 extra days, quarterly 45, annual 90).</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-07, with 76 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Finding an ISBN in Drafts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/finding-an-isbn-in-drafts"/>
    <id>/finding-an-isbn-in-drafts</id>
    <updated>2024-05-07T00:00:00+00:00</updated>
    <published>2024-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Creating a new draft action that searches for an ISBN from some text</p>

<p><a href="https://directory.getdrafts.com/a/2Rw">https://directory.getdrafts.com/a/2Rw</a></p>

          <p><center>***</center></p>
          <p> // Published 2024-05-07, with 15 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GitHub Copilot Chat in GitHub Mobile is now generally available</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/github-copilot-chat-in-github-mobile-is-now-generally-available"/>
    <id>/github-copilot-chat-in-github-mobile-is-now-generally-available</id>
    <updated>2024-05-07T00:00:00+00:00</updated>
    <published>2024-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2024-05-07-github-copilot-chat-in-github-mobile/</uri>
    </author>
    <content type="html"><![CDATA[<p>Looking forward to trying this…</p>

<blockquote>
  <p>With GitHub Copilot Chat natively integrated with GitHub Mobile, developers can access their AI coding assistant to get answers for all their coding questions, or even repositories and knowledge bases, from anywhere they use mobile devices.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-07, with 43 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How I Read Books with Limited Time</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-i-read-books-with-limited-time"/>
    <id>/how-i-read-books-with-limited-time</id>
    <updated>2024-05-07T00:00:00+00:00</updated>
    <published>2024-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Raviraj Achar</name>
      <uri>https://newsletter.techleadmentor.com/p/how-i-read-books-with-limited-time</uri>
    </author>
    <content type="html"><![CDATA[<p>Learning not to finish a book I wasn’t enjoying is an elite level gain.</p>

<blockquote>
  <p>Books are a great way to expand your skills. However, it can be quite difficult for me to find time for them, so I am very selective about which ones I read. Today, I would like to share my approach to reading books on soft skills.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-07, with 62 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Zwift Announces Membership Price Increase</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/zwift-announces-membership-price-increase"/>
    <id>/zwift-announces-membership-price-increase</id>
    <updated>2024-05-07T00:00:00+00:00</updated>
    <published>2024-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Zwift Insider</name>
      <uri>https://zwiftinsider.com/price-increase-2024/</uri>
    </author>
    <content type="html"><![CDATA[<p>This takes me from £129 to £179 a year. It’s still worth it in my opinion, and the recent updates have been very welcome.</p>

<blockquote>
  <p>Today, Zwift notified subscribers that the monthly and annual membership price is increasing by approximately 33% for all users, effective immediately</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-05-07, with 47 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] SPIDR - Mike Cohn&apos;s Approach to Splitting User Stories</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/spidr"/>
    <id>/spidr</id>
    <updated>2024-05-04T00:00:00+00:00</updated>
    <published>2024-05-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Mike Cohn</name>
      <uri>https://www.mountaingoatsoftware.com/agile/user-stories/spidr</uri>
    </author>
    <content type="html"><![CDATA[<h2 id="s---spikes">S - Spikes</h2>

<p>A spike is a research activity that helps teams gain knowledge when facing uncertainty.</p>

<ul>
  <li>Make a large story smaller by pulling out a spike, which is a research activity after which the team will know more.</li>
  <li>Sometimes just doing a spike makes the remaining work a manageable size.</li>
  <li>Other times, the new knowledge created by the spike makes it easier to see ways to split the story.</li>
</ul>

<h2 id="p---paths">P - Paths</h2>

<p>Consider the paths through a story and split each path into its own story.</p>

<ul>
  <li>Draw a simple flowchart of what happens in a story. Each sequence of steps can be a story.</li>
  <li>Expand one big step of the flowchart into a story.</li>
</ul>

<h2 id="i---interfaces">I - Interfaces</h2>

<p>Split a story across multiple interfaces if supporting those interfaces makes the story take significantly longer to develop.</p>

<ul>
  <li>Split out stories by browser type or version, or by different hardware.</li>
  <li>Consider building a minimal user interface first or leave styling out of an interface initially.</li>
</ul>

<h2 id="d---data">D - Data</h2>

<p>Look for ways to split the story based on the type of data that must be supported.</p>

<ul>
  <li>Can a first story support valid data and a later story add support for invalid data?</li>
  <li>How about frequent types of data and less frequently seen types of data?</li>
</ul>

<h2 id="r---rules">R - Rules</h2>

<p>Sometimes a story is large because of the business rules, technology standards, or such that must be supported.</p>

<ul>
  <li>Consider relaxing support for these rules in an initial story.</li>
  <li>Add support for additional rules in subsequent stories.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2024-05-04, with 266 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Jokes about Job Searching</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/job-jokes"/>
    <id>/job-jokes</id>
    <updated>2024-03-27T00:00:00+00:00</updated>
    <published>2024-03-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>
    <p>I applied for a job and haven’t heard anything. It was at a chiropractors about a weak back.</p>
  </li>
  <li>
    <p>I also applied to work for a TV UX design company. But I miss understood when they said it was remote-first.</p>
  </li>
  <li>
    <p>I’ve also missed out on joining a well known large sweet manufacturing business. To be honest it was my fault as I choked in the practical interview.</p>
  </li>
  <li>
    <p>Finally I’ve also interviewed at the bird food making company, but waiting to see if they have a successful seed funding round, as I don’t come cheep.</p>
  </li>
  <li>
    <p>I’ve also asked my local hairdressers if they had any vacancies, but they were going through a round of cuts.</p>
  </li>
  <li>
    <p>Might look at yoghurt companies next as apparently they have great cultures.</p>
  </li>
  <li>
    <p>Oh wait, it looks like the mining company has some vacancies, let me dig a little deeper.</p>
  </li>
  <li>
    <p>Ah, shame turns out the bakery hasn’t got a roll for me.</p>
  </li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2024-03-27, with 172 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Azure Charts - Useful Deprecation Timeline Visualizations</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Azure-Charts"/>
    <id>/Azure-Charts</id>
    <updated>2024-03-12T00:00:00+00:00</updated>
    <published>2024-03-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>This was shared with me today, very useful visualisation.</p>

<p><a href="https://azurecharts.com/timeboards/deprecations">https://azurecharts.com/timeboards/deprecations</a></p>

          <p><center>***</center></p>
          <p> // Published 2024-03-12, with 11 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Managing Technical Debt</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/managing-technical-debt"/>
    <id>/managing-technical-debt</id>
    <updated>2024-03-10T00:00:00+00:00</updated>
    <published>2024-03-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2023/dec/20/tech-debt/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>But once you find yourself with those customers and that creaky codebase … what next? How do you start to pay down that debt? Here’s my playbook for managing tech debt:</p>
</blockquote>

<blockquote>
  <ol>
    <li>Measure: there are no great measures for tech debt, but there are several serviceable ones. Pick one, be consistent, and track it over time.</li>
    <li>Agree on a tech debt allocation, a percentage of time Engineering will spend working on reducing tech debt.</li>
    <li>Monitor and adjust regularly.</li>
  </ol>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2024-03-10, with 83 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Observations of Leadership</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/observations-of-leadership"/>
    <id>/observations-of-leadership</id>
    <updated>2024-03-10T00:00:00+00:00</updated>
    <published>2024-03-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Hazel Weakly</name>
      <uri>https://hazelweakly.me/blog/observations-of-leadership-part-one/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>While it worked, it would’ve worked vastly better by turning the entire team into a mob programming team. We did this after our new Director joined and the change was incredible; it wasn’t enough to have everyone working in the same area, they needed to work on the same thing at the same time, together. Not only did this speed up the entire team, but they grew closer together, collaborated better, and huge chunks of siloing disappeared overnight. Did I mention that we’re fully remote? We are. We still did mob programming, and it was amazing. I highly recommend it as a way of accelerating a team in the storming and norming phases.</p>
</blockquote>


          <p><center>***</center></p>
          <p> // Published 2024-03-10, with 115 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Values - Core Principles That Guide My Career Journey</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/values"/>
    <id>/values</id>
    <updated>2024-02-29T00:00:00+00:00</updated>
    <published>2024-02-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>More and more in my career I have to come to appreciate the following:</p>

<ol>
  <li>Making work as small as possible but no smaller.</li>
  <li>Working together; in an ensemble/mob.</li>
  <li>TDD.</li>
  <li>Trunk-based development (with short-lived feature branches)</li>
  <li>Minimal CD.</li>
  <li>Treating people as human beings; be kind and candid.</li>
  <li>Trust.</li>
  <li>Focus on user needs.</li>
  <li>Having fun.</li>
  <li>Exploration and learning over following a detailed plan.</li>
</ol>

<p>Get these things right in your engineering team and almost anything is possible.</p>

          <p><center>***</center></p>
          <p> // Published 2024-02-29, with 76 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Equalizer 3</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT17024450"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Equalizer 3 (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT17024450/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Rebel Moon - Part One: A Child of Fire</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14998742"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Rebel Moon - Part One: A Child of Fire (2023)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14998742/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Gran Turismo</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT4495098"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Gran Turismo (2023)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT4495098/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Mission Impossible: Dead Reckoning Part One (2023)</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT28535747"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Mission Impossible: Dead Reckoning Part One (2023) (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT28535747/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Saw X</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT21807222"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Saw X (2023)</h3>
      <p><strong>Rated:</strong> 8/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT21807222/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Expendables 4</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3291150"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Expendables 4 (2023)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3291150/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Insidious: The Red Door</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13405778"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Insidious: The Red Door (2023)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13405778/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Sniper: G.R.I.T. - Global Response &amp; Intelligence Team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT28487871"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Sniper: G.R.I.T. - Global Response & Intelligence Team (2023)</h3>
      <p><strong>Rated:</strong> 1/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT28487871/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Transformers - Rise of the Beasts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT28088909"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Transformers - Rise of the Beasts (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT28088909/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Beast</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14407336"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Beast (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14407336/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Target Number One</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8035464"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Target Number One (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8035464/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Jung_E</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT22352848"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Jung_E (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT22352848/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Last Kingdom: Seven Kings Must Die</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15767808"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Last Kingdom: Seven Kings Must Die (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT15767808/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Mother</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6968614"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Mother (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6968614/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Damn You Hollywood: Extraction 2/Flamin Hot (2023)</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT28363337"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Damn You Hollywood: Extraction 2/Flamin Hot (2023) (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT28363337/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Luther: The Fallen Sun</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3155298"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Luther: The Fallen Sun (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3155298/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Hidden Strike</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6879446"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Hidden Strike (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6879446/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Heart of Stone</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13603966"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Heart of Stone (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13603966/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Overhaul</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT16427938"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Overhaul (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT16427938/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Killer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1136617"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Killer (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1136617/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Black Book</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT24083908"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Black Book (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT24083908/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Society of the Snow</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT16277242"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Society of the Snow (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT16277242/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Boudica: Queen of War</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT22688572"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Boudica: Queen of War (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT22688572/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] In the Land of Saints and Sinners</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15782690"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>In the Land of Saints and Sinners (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT15782690/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Godzilla Minus One</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT23289160"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Godzilla Minus One (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT23289160/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Leave the World Behind</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12747748"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Leave the World Behind (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12747748/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Plane</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5884796"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Plane (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5884796/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] 65</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12261776"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>65 (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12261776/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Assassin Club</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7720142"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Assassin Club (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7720142/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Pope&apos;s Exorcist</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13375076"/>
    <id></id>
    <updated>2024-01-01T00:00:00+00:00</updated>
    <published>2024-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Pope's Exorcist (2023)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2024-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13375076/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Canon TDD - by Kent Beck</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/canon-tdd-by-kent-beck"/>
    <id>/canon-tdd---by-kent-beck-</id>
    <updated>2023-12-17T00:00:00+00:00</updated>
    <published>2023-12-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Kent Beck</name>
      <uri>https://tidyfirst.substack.com/p/canon-tdd</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Write a list of the test scenarios you want to cover.</p>
</blockquote>

<blockquote>
  <p>Turn exactly one item on the list into an actual, concrete, runnable test.</p>
</blockquote>

<blockquote>
  <p>Change the code to make the test (and all previous tests) pass (adding items to the list as you discover them).</p>
</blockquote>

<blockquote>
  <p>Optionally refactor to improve the implementation design</p>
</blockquote>

<blockquote>
  <p>Until the list is empty, go back to #2.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-12-17, with 71 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Zwift Annual Memberships</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/zwift-annual-memberships"/>
    <id>/zwift-annual-memberships</id>
    <updated>2023-12-06T00:00:00+00:00</updated>
    <published>2023-12-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Zwift Newsroom</name>
      <uri>https://news.zwift.com/en-WW/232068-new-annual-memberships-make-it-more-affordable-to-zwift-all-year</uri>
    </author>
    <content type="html"><![CDATA[<p>Very pleasing discount here, plus a whole bunch of new features in 1.54</p>

<blockquote>
  <p>Delivering more value on the world’s largest virtual cycling platform, the new annual membership gives Zwifters 12 months for the price of 10, making it easy for cyclists to enjoy the benefits of Zwift year-round… The annual membership costs 129.99 in the United Kingdom.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-12-06, with 59 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] More news on Castro.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/more-news-on-castro."/>
    <id>/more-news-on-castro.</id>
    <updated>2023-12-02T00:00:00+00:00</updated>
    <published>2023-12-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Castro</name>
      <uri>https://castro.fm/blog/future-of-castro-podcasts-december-2023</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>We believe in transparency with our community and want to share with you that we are actively seeking a new home for Castro with new owners. Our goal is to continue providing you with the app you love, but with even better features and improvements.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-12-02, with 47 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Podcast app Castro may be dying</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/podcast-app-castro-may-be-dying"/>
    <id>/podcast-app-castro-may-be-dying</id>
    <updated>2023-11-30T00:00:00+00:00</updated>
    <published>2023-11-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Six Colors</name>
      <uri>https://sixcolors.com/post/2023/11/castro-podcast-app-goes-down-and-may-be-dying/</uri>
    </author>
    <content type="html"><![CDATA[<p>Devastating news, well it would have been 2 months ago. I’m now using PocketCasts as I just could not get on with overcast.</p>

<p>Castro changed the way I use inboxes/queue for managing my listening. It was my favourite app. It’s been on my home screen for years.</p>

<p>As a long time paying subscriber of Castro it has deteriorated since the sale/merge. Running PocketCasts in parallel showed how far Castro has fallen. Podcasts would drop days or weeks after release, often needing manual refreshing, occasionally I would get 10 episodes drop in one go, some dates months ago that I had missed, whilst PocketCasts got new episodes in my inbox instantly. Finding new podcasts is easy and error free.</p>

<p>Having been subscribed to 293 podcasts it makes it hard to keep track when one isn’t working in Castro.</p>

<p>Using a VPN was a problem too.</p>

<p>The searching for podcasts would often return multiple results - inevitably I’d pick the one that throws an unauthenticated error.</p>

<p>I’ve cancelled my subscription.</p>

<p>PocketCasts filters allow me to process my inbox and define my playlist just like Castro did.  All without a subscription so far, but may look at synching to iPad or a web browser if the need arises. No errors or issues.</p>

<p>RIP Castro.</p>

<blockquote>
  <p>Castro has been a popular iOS podcast app for many years, but right now things look grim….</p>
</blockquote>

<blockquote>
  <p>The cloud database that backs the service is broken and needs to be replaced. As a result, the app has broken….</p>
</blockquote>

<blockquote>
  <p>What’s worse, according to former Castro team member Mohit Mamoria, “Castro is being shut down over the next two months.”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-11-30, with 275 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] This morning in my work email</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/this-morning-in-my-work-email"/>
    <id>/this-morning-in-my-work-email</id>
    <updated>2023-11-13T00:00:00+00:00</updated>
    <published>2023-11-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gabz/mL</name>
      <uri>https://gabz.blog/2023/11/08/this-morning-in.html</uri>
    </author>
    <content type="html"><![CDATA[<p>lol. Similar for my work email. I don’t understand how gmail, Hotmail et al are not just outright banned for most use cases of non-customer-facing roles.</p>

<blockquote>
  <p>This morning, in my works’ email inbox via the company’s postMaster screening address, I received an email in regards to <em>Business Funding Offer</em> from a babytb69 (at) hotmail.com address. It was not the Baby 69 that concerned me, but the hotmail part of it.</p>
</blockquote>

<blockquote>
  <p>Suspicious!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-11-13, with 75 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Candidate Interview questions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/candidate-interview-questions"/>
    <id>/candidate-interview-questions</id>
    <updated>2023-11-01T00:00:00+00:00</updated>
    <published>2023-11-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Six useful questions to help decide if the company is right for you.</p>

<ol>
  <li>What was the last change implemented based on employee feedback and what impact did it have?</li>
  <li>Can you describe a typical day in this role?</li>
  <li>How long have you been at the company and what makes you stay?</li>
  <li>How would you describe the work environment and culture?</li>
  <li>What are the company goals for the short and long term?</li>
  <li>What is the company’s approach to learning and development?</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2023-11-01, with 82 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] YouTube is getting serious about blocking ad blockers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/youtube-is-getting-serious-about-blocking-ad-blockers"/>
    <id>/youtube-is-getting-serious-about-blocking-ad-blockers</id>
    <updated>2023-10-31T00:00:00+00:00</updated>
    <published>2023-10-31T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Verge</name>
      <uri>https://www.theverge.com/2023/10/31/23940583/youtube-ad-blocker-crackdown-broadening</uri>
    </author>
    <content type="html"><![CDATA[<p>Ads are fine imho, but I tried watching a 45 minute show on YouTube and had blocks of 2 non-skippable every three minutes mid-dialogue and it’s disruptive. Having to go back 10 seconds to catch what was said.</p>

<p>Put adds at the beginning and end or give content creators power to program in ad breaks.</p>

<blockquote>
  <p>You may get prompts about YouTube’s stance on ad blockers but still be able to watch a video, though, for one Verge staffer, YouTube now fully blocks them nearly every time</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-10-31, with 88 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Do one small high quality thing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/do-one-small-high-quality-thing"/>
    <id>/do-one-small-high-quality-thing</id>
    <updated>2023-10-21T00:00:00+00:00</updated>
    <published>2023-10-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting thechelsuk</name>
      <uri>https://thechels.uk/do-one-small-high-quality-thing</uri>
    </author>
    <content type="html"><![CDATA[<p>Do one small high quality thing at a time, as a team. Think, learn, repeat.</p>

          <p><center>***</center></p>
          <p> // Published 2023-10-21, with 15 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Worst Programmer I Know</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-worst-programmer-i-know"/>
    <id>/the-worst-programmer-i-know</id>
    <updated>2023-10-13T00:00:00+00:00</updated>
    <published>2023-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dan North</name>
      <uri>https://dannorth.net/the-worst-programmer/</uri>
    </author>
    <content type="html"><![CDATA[<p>Engineering is a team sport, and tangentially I hate individual awards in team sports like Football.  Player of the year, player’s player of year, writers player of the year. Meh. Team and Trophies are the only measure.</p>

<blockquote>
  <p>the reason that Tim’s productivity score was zero, was that he never signed up for any stories. Instead he would spend his day pairing with different teammates. With less experienced developers he would patiently let them drive whilst nudging them towards a solution. He would not crowd them or railroad them, but let them take the time to learn whilst carefully crafting moments of insight and learning, often as Socratic questions, what ifs, how elses.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-10-13, with 114 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Learn and Test DMARC</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/learn-and-test-dmarc"/>
    <id>/learn-and-test-dmarc</id>
    <updated>2023-10-08T00:00:00+00:00</updated>
    <published>2023-10-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Learn DMARC</name>
      <uri>https://www.learndmarc.com/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>View this site on your desktop to fully visualize the communication between email servers to help you understand what SPF, DKIM, and DMARC do and how these mechanisms work. Welcome to our DMARC tester!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-10-08, with 36 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Teams spend 44 percent more time on new work</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/teams-spend-44-percent-more-time-on-new-work"/>
    <id>/teams-spend-44-percent-more-time-on-new-work</id>
    <updated>2023-09-13T00:00:00+00:00</updated>
    <published>2023-09-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dora</name>
      <uri>https://thechels.uk/teams-spend-44-percent-more-time-on-new-work</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Teams with high scores for stability (quality) and throughput (speed) spend 44% more time on new work</p>
</blockquote>

<ul>
  <li>Dora</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2023-09-13, with 22 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Competence Quote</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/competence-quote"/>
    <id>/competence-quote</id>
    <updated>2023-09-03T00:00:00+00:00</updated>
    <published>2023-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Unknown</name>
      <uri>https://thechels.uk/competence-quote</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Let people go when they are both confident and competent. If they know what they’re doing then you can set goals and get out of the way.</p>
</blockquote>

<blockquote>
  <p>Coach people when they are competent but lack confidence. If they’re good but they don’t know it then support them in finding the answers themselves.</p>
</blockquote>

<blockquote>
  <p>Retrain people who are confident but not actually competent. If they think they’re good, but they’re actually not - it’s time to take them back to re-learn the thing they’re doing.</p>
</blockquote>

<blockquote>
  <p>Direct people who really don’t know what they’re doing. If they’re doing something new and unfamiliar it’s fine to step in and tell them how to do it.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-09-03, with 119 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Donner Dinner Party Game</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/donner-dinner-party-game"/>
    <id>/donner-dinner-party-game</id>
    <updated>2023-09-03T00:00:00+00:00</updated>
    <published>2023-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Card quantities for working out the odds when your friend fails to deliver.</p>

<ul>
  <li>14 empty hands</li>
  <li>7 poison</li>
  <li>8 fish</li>
  <li>6 squirrels</li>
  <li>5 medicine</li>
</ul>

<p>40 total</p>

          <p><center>***</center></p>
          <p> // Published 2023-09-03, with 28 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Job titles by age</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/job-titles-by-age"/>
    <id>/job-titles-by-age</id>
    <updated>2023-09-03T00:00:00+00:00</updated>
    <published>2023-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>23 Data Analyst</li>
  <li>28 Web Developer</li>
  <li>32 Software Developer</li>
  <li>35 Lead Software Developer + Product Owner</li>
  <li>36 Head of Software Development</li>
  <li>38 Engineering Manager</li>
  <li>
    <p>40 Head of Engineering</p>
  </li>
  <li>50 Retired ?</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2023-09-03, with 35 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Recipe - Lentil Bolognese</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/recipe-lentil-bolognese"/>
    <id>/recipe---lentil-bolognese-</id>
    <updated>2023-09-03T00:00:00+00:00</updated>
    <published>2023-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>broccoli</li>
  <li>mushrooms</li>
  <li>courgette</li>
  <li>celery x2</li>
  <li>peppers x2</li>
  <li>lentils</li>
  <li>tomato purée</li>
  <li>taco/mixed beans tin</li>
  <li>passata carton</li>
  <li>garlic</li>
  <li>salt</li>
  <li>pepper</li>
  <li>chillies</li>
  <li>vegetable oxo cube</li>
  <li>splash of water</li>
</ul>

<h2 id="method">Method</h2>

<ul>
  <li>Wash veg and lentils</li>
  <li>Cut veg to small chunks</li>
  <li>Oil large pan and add veg</li>
  <li>Then passata, then lentils, then water</li>
  <li>
    <p>Simmer until cooked through, stir regularly.</p>
  </li>
  <li>Add water if looking too thick or pureé if too thin.</li>
  <li>Serve with rice or pasta.</li>
  <li>Suitable for freezing</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2023-09-03, with 79 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Search Engine Management and Reducing Digital Footprint</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/search-engine-management-and-reducing-digital-footprint"/>
    <id>/search-engine-management-and-reducing-digital-footprint</id>
    <updated>2023-09-03T00:00:00+00:00</updated>
    <published>2023-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>First of all lets see what search engines can find about you just on your name try the following searches first:</p>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>"Your Name"
Intext:"your name"
Inurl:"your name"
Filetype:.doc intext:"your name"
</code></pre></div></div>

<p>Firefox lets you pick your search engine so it’s likely Google or Bing, or Amazon or Wikipedia. DuckDuckGo uses Bing’s search so again you probably only need to focus on Google and Bing to reduce the bulk of online content.</p>

<h2 id="tips">Tips</h2>

<ol>
  <li>Use a password manager to keep track of accounts and also minimise cross-site compromises by using unique emails/usernames and unique passwords. use MFA (but not the SMS variety)</li>
  <li>Delete old and unused accounts</li>
  <li>Make social media accounts private</li>
  <li>Hide your browsing habits via incognito modes</li>
  <li>Use a VPN</li>
  <li>Avoid filling in surveys and opinion polls on social media</li>
  <li>Use pseudonyms when you must register accounts and never answer favourite pet or maiden names with real data.</li>
  <li>Use a generic spare email account for signing up to things so they not tied to the same account you use for your bank etc</li>
  <li>Unsubscribe from emails/newsletters etc</li>
  <li>Delete your history on major service providers - e.g., Google.</li>
  <li>Turn off watch history etc on YouTube etc</li>
  <li>Delete and deny cookies, clear cookies and browser sessions regularly</li>
  <li>Use an Ad blocker</li>
  <li>Ask the Wayback Machine to delete archived content</li>
  <li>If you do have a Google account set up alerts for your name, email address or other data you want to keep track of.</li>
</ol>

<h2 id="tools">Tools</h2>

<ul>
  <li><a href="https://search.google.com/search-console/remove-outdated-content">Google outdated content refresh/removal</a></li>
  <li><a href="https://www.bing.com/webmasters/tools/contentremoval?">Bing content removal</a> although the outdated cache check never works for me.</li>
  <li><a href="https://namechk.com/namechk-plugin-search-results/">Namechk</a> search usernames on a huge list of websites</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2023-09-03, with 280 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Golf Joke - Jesus and Moses Comedy from Newsroom</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/golf-joke"/>
    <id>/golf-joke</id>
    <updated>2023-09-02T00:00:00+00:00</updated>
    <published>2023-09-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Newsroom</name>
      <uri>https://thechels.uk/golf-joke</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Jesus and Moses are playing golf</p>

  <p>Moses hits the ball for a perfect 300 yard drive right down the middle of the fairway.</p>

  <p>Jesus swings and chips the ball far left and lands in the branches of a tree. Suddenly, the wind picks up and it begins to rain so hard that a river forms in the middle of the course. The ball floats down the river when a fish jumps up to bite the ball. But, at the same moment, a bald eagle flies down grabs the fish with the ball in its mouth flies over the green and the fish drops the ball right in, for a hole in one.</p>

  <p>Moses looks at Jesus and says “Do you wanna play golf or do you wanna fuck around?!”</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-09-02, with 131 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Priority Quote - Focus and Essential Task Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/priority-quote"/>
    <id>/priority-quote</id>
    <updated>2023-09-02T00:00:00+00:00</updated>
    <published>2023-09-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gary Keller</name>
      <uri>https://thechels.uk/priority-quote</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>What’s the one thing I can do, such that by doing it, everything else will be easier or unnecessary?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-09-02, with 21 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A Beginners Guide to API Testing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-beginners-guide-to-api-testing"/>
    <id>/a-beginners-guide-to-api-testing</id>
    <updated>2023-08-12T00:00:00+00:00</updated>
    <published>2023-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Callum Akehurst-Ryan</name>
      <uri>https://cakehurstryan.com/2023/07/26/a-beginners-guide-to-api-testing/</uri>
    </author>
    <content type="html"><![CDATA[<p>Good intro to APIs</p>

<blockquote>
  <p>Sometimes a UI will stop us doing something bad by cleaning up an input or a request, but that doesn’t mean the API will catch it. We can try to force error states (or naughty strings that form a security risk) by testing from the API directly.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-08-12, with 53 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Gloucester council data breach</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gloucester-council-data-breach-criminals"/>
    <id>/gloucester-council-data-breach-criminals</id>
    <updated>2023-08-12T00:00:00+00:00</updated>
    <published>2023-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting DataBreaches.net</name>
      <uri>https://www.databreaches.net/uk-just-a-slap-on-the-wrist-for-gloucester-council-data-breach-which-saw-peoples-data-fall-into-hands-of-criminals/</uri>
    </author>
    <content type="html"><![CDATA[<p>LOL.</p>

<blockquote>
  <p>After months of chaos which saw data fall into the hands of cyber criminals from Russia who hacked into Gloucester City Council, the authority will “just get a slap on the wrist”. The authority was targeted by hackers in late 2021 and public services across Gloucester were severely disrupted during the following year.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-08-12, with 56 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Small pension pots to be consolidated says DWP</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/small-pension-pots-to-be-consolidated-says-dwp"/>
    <id>/small-pension-pots-to-be-consolidated-says-dwp</id>
    <updated>2023-08-12T00:00:00+00:00</updated>
    <published>2023-08-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Moneyweek</name>
      <uri>https://moneyweek.com/personal-finance/pensions/small-pension-pots-to-be-consolidated-dwp</uri>
    </author>
    <content type="html"><![CDATA[<p>No doubt these consolidators will be charging a high fee and these modest pots will be worthless come retirement.</p>

<blockquote>
  <p>Default “consolidator” schemes will be created to sweep up small deferred pension pots worth less than £1,000.</p>
</blockquote>

<blockquote>
  <p>It means savers with workplace pensions that they are no longer contributing to will be transferred automatically to a consolidator (or consolidators), although they will be able to opt out of “auto-consolidation” if they prefer to stay with their existing pension provider.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-08-12, with 82 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Fix volume control on Apple TV</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/fix-volume-control-on-apple-tv"/>
    <id>/fix-volume-control-on-apple-tv-</id>
    <updated>2023-07-14T00:00:00+00:00</updated>
    <published>2023-07-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Occasionally, after connecting Zwift Bluetooth devices to my Apple TV I lose the volume control functionality this guide is how to fix that.</p>

<p><a href="https://support.apple.com/en-gb/HT213437">https://support.apple.com/en-gb/HT213437</a></p>

          <p><center>***</center></p>
          <p> // Published 2023-07-14, with 25 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Offshore fund used by Roman</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/offshore-fund-used-by-roman"/>
    <id>/offshore-fund-used-by-roman</id>
    <updated>2023-07-14T00:00:00+00:00</updated>
    <published>2023-07-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sifted EU</name>
      <uri>https://sifted.eu/articles/abramovich-uk-tech-investments-impulse</uri>
    </author>
    <content type="html"><![CDATA[<p><a href="https://sifted.eu/articles/abramovich-uk-tech-investments-impulse">https://sifted.eu/articles/abramovich-uk-tech-investments-impulse</a></p>

          <p><center>***</center></p>
          <p> // Published 2023-07-14, with 2 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 10 Money Rules for Everyone</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/10-money-rules-for-everyone"/>
    <id>/10-money-rules-for-everyone</id>
    <updated>2023-07-13T00:00:00+00:00</updated>
    <published>2023-07-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Money can be a tricky subject, and culturally rarely discussed as openly as it should be. So it’s important to have a good handle on your finances. Here are my 10 money principles. Not financial advice etc. etc.</p>

<ol>
  <li>
    <p>Maximise your earnings.  Whether that be through education, experience, up skilling, new jobs, new sectors, Perhaps even side incomes like selling on apps like Vinted. Do everything you can to add to your income.</p>
  </li>
  <li>
    <p>Invest through your pension first and foremost, maximise employer matching and add as much as you can afford, add more for each pay rise. Look at marginal tax rates to maximise tax reduction and sometimes this can help keep certain benefits.</p>
  </li>
  <li>
    <p>Spend less than you earn, hard during a cost of living crisis of course, but make sacrifices if you need. Get your essential spend sorted - cut back on everything else. Look at entitled.to to see if you are due any support.</p>
  </li>
  <li>
    <p>When spending, use cashback and voucher sites - often companies have portals for this as a benefit for employees but there are plenty publicly available like JamDoughnut or TopCashBack. Use apps for the shops you spend at regularly as they often do offers or sign-up bonuses, points schemes like Subway and Tesco. Use cashback bank/credit cards too if appropriate.  If you have to spend you might as well make it as cheap as possible.</p>
  </li>
  <li>
    <p>With the excess income ensure you have an emergency fund, depending on your risk tolerance, job security, commitments etc, you should have 3-6 months essential spend covered. This money will diminish due to inflation, so use highest interest easy access accounts to offset. The difference is the cost of convenience and that’s ok.</p>
  </li>
  <li>
    <p>Pay off debts, highest interest first - reducing the total interest you would pay. Avoid using debt to spend frivolously - but do use credit cards to pay for expensive items because of the section 75 benefit.  Pay it off in full every month.</p>
  </li>
  <li>
    <p>Save and invest the rest. Use the best savings accounts you can find many in the 3-5% range - it won’t beat inflation but can offset it. Invest in low cost index funds or ETFs. Don’t try and time the market and be prepared for ups and downs. But holding for the long term should see good compounding growth. Maximise tax-wrappers so use an ISA before a general account. If you are particularly high earning consider a JISA for your children if applicable. Then consider EIS and VCTs and at that level get a financial advisor.  Well worth the spend.</p>
  </li>
  <li>
    <p>Consolidate pensions from previous employees and ensure your expression of wish is up to date. Pensions are not part of your will. Will? Get a will sorted.</p>
  </li>
  <li>
    <p>Check in on your investments once a year, doesn’t need to be more frequent then that. Have everything documented somewhere your partner or dependents can access if the worst was to happen.</p>
  </li>
  <li>
    <p>Talk about it with other people, remove the stigma about money. Help others make better choices and improve their lives.</p>
  </li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2023-07-13, with 527 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Deleted Reddit account</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/deleted-reddit-account"/>
    <id>/deleted-reddit-account</id>
    <updated>2023-06-17T00:00:00+00:00</updated>
    <published>2023-06-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I deleted my Reddit account this week.</p>

<p>Having deleted my facebook account years and years ago and my Twitter account last year.</p>

<p>Bad leadership will always catch up with you.</p>

          <p><center>***</center></p>
          <p> // Published 2023-06-17, with 30 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Curated interview process</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/curated-interview-process"/>
    <id>/curated-interview-process</id>
    <updated>2023-05-23T00:00:00+00:00</updated>
    <published>2023-05-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Here’s a rundown of the best set of interview questions I’ve developed after doing over 200 interviews in the last two years, and how to run a successful interview process for engineers.</p>

<p>Regardless of the outcome, it’s important to give everyone a good experience. So we go through the majority of questions and provide honest and candid feedback to all candidates in a timely manner.</p>

<h2 id="introduction">Introduction</h2>

<p>Welcome the candidate and set the scene and ensure all parties can be seen and heard ok.</p>

<blockquote>
  <p>Welcome to the interview let’s do a sound check, I’m [name], [job title] at [company].. and [a one liner introduction e.g. I lead a couple of our product teams]</p>

  <p>Assuming everyone can hear and see each other…
and as we haven’t got long today let’s dive straight in.
Set the scene and expectations and put the candidate at ease.</p>

  <p>We’ve got a bunch of competency questions so for each its ok to take 30 seconds or so to think of your best examples, so don’t worry about any awkward silences, feel free to ask questions as we go along but there will be time to ask us questions at the end.</p>
</blockquote>

<h3 id="weve-seen-your-cv-but-can-you-give-us-a-two-minute-elevator-pitch-of-you-and-what-got-you-here-today">We’ve seen your CV but can you give us a two minute elevator pitch of you and what got you here today?</h3>

<ul>
  <li>It’s a good introductory question to loosen the candidate up as they should be able to speak freely about their history.</li>
  <li>It’s also an easy way to assesses their comms style - Are they succinct or detail oriented?</li>
  <li>Can they keep to time? might be an indicator if they go off on tangents often when you might be looking for a focused value delivery</li>
</ul>

<h3 id="whats-the-culture-and-environment-that-makes-you-the-most-happy-and-productive">What’s the culture and environment that makes you the most happy and productive?</h3>

<ul>
  <li>This is the culture question! This should tell you if they will fit in to the current ways of working and add to the culture.</li>
  <li>Diversity is key to successful teams.</li>
  <li>Follow on any points raised asking for more details, the benefits or negatives that might come from their answer.</li>
</ul>

<h3 id="please-talk-me-through-a-recent-effort-or-work-item-you-completed-from-an-agile-and-sdlc-perspective-what-was-your-involvement-along-the-way">Please talk me through a recent effort or work item you completed from an agile and SDLC perspective, what was your involvement along the way?</h3>

<ul>
  <li>This is a great question as it first gets the candidate to describe the work (providing insight into their business or tech focus as well as their start and end points of the work and how they approach agile. E.g., is it done done, do they chuck it over a fence, post-prod support? Three amigos, refinement etc).</li>
  <li>A good follow up is to ask what they would change about that process? Showing a level of self-reflection/awareness</li>
  <li>For senior hires I’d ask what stopped them from changing it?</li>
</ul>

<h3 id="whats-your-approach-to-testing-and-can-you-talk-us-through-a-recent-bug-and-its-resolution">What’s your approach to testing? And can you talk us through a recent bug and its resolution.</h3>

<ul>
  <li>Looking for test pyramid knowledge and different testing types and then a deep dive into a bug.</li>
  <li>A good follow up is if a test was added to the regression or what would they do differently next time.</li>
  <li>Do they have broad testing experience or do they chuck it over the fence to a QA?</li>
</ul>

<h3 id="tell-me-about-the-last-time-you-updated-stakeholders-or-senior-management-about-issues-around-a-delivery-effort">Tell me about the last time you updated stakeholders or senior management about issues around a delivery effort?</h3>

<ul>
  <li>Looking for another concrete example answered using the star method.</li>
  <li>This should also give you insight into their communication techniques and how comfortable they are in giving bad news. It is inevitable.</li>
  <li>A good follow up is what other communication examples they have used in their last week? (Daily scrum, scrum of scrums, retro, review, emails, demos, refinement are all examples of things one can expect.</li>
</ul>

<h3 id="whats-the-most-complex-technical-development-you-have-worked-on-and-why">What’s the most complex technical development you have worked on, and why?</h3>

<ul>
  <li>This is the candidates opportunity to deep dive and talk through a problem using the star method</li>
  <li>What would they have done differently if they had their time again? Is it really that complex?</li>
  <li>If they struggle with this then ask them about the most exciting thing they have built.</li>
  <li>If it’s something they are proud of they should open up and be able to talk in detail.</li>
  <li>Always probe technically to see if they genuinely understand and were active vs it being done in the team</li>
  <li>Confirm and challenge what were the outcomes.</li>
</ul>

<h3 id="what-questions-do-you-have-for-me">What questions do you have for me?</h3>

<ul>
  <li>Be ready and expect to describe ways of working, team structures, agile, progression, culture, if anything are unsure about always ask them what would good look like to them? What would be their preference. This makes it easy to agree or acknowledge.</li>
  <li>Probe for more.</li>
</ul>

<h3 id="finally">Finally;</h3>

<ul>
  <li>Ask salary expectations (recruiters inflate!)</li>
  <li>Explain next steps in the process</li>
  <li>Wrap up with a thank you, give timeline for feedback (usually same day or next morning)</li>
  <li>Wish them well with a smile and a wave.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2023-05-23, with 833 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 12 QA Interview questions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/12-qa-interview-questions"/>
    <id>/12-qa-interview-questions</id>
    <updated>2023-04-14T00:00:00+00:00</updated>
    <published>2023-04-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>1 How do you define the format of
writing a good test case?</li>
  <li>2 If you had to execute a big suite in a small window of time, how would you do it?</li>
  <li>3 How do you know a test was executed correctly?</li>
  <li>4 How would you create and sustain quality control?</li>
  <li>5 How does one reduce the number of faults in a project?</li>
  <li>6 How much testing is sufficient? Or, is it possible to do exhaustive testing of the software?</li>
  <li>7 How do you decide when you have tested enough?</li>
  <li>8 How do you measure the success and coverage of your tests?</li>
  <li>9 If a client found a sizable defect in a status report, how would you resolve the issue to stop it from occurring again?</li>
  <li>10 If you joined our company, what three things would you do first?</li>
  <li>11 Tell me about a time you missed a bug</li>
  <li>12 Tell me about your most difficult project</li>
</ul>

<p>thought these were quite useful to keep a copy of, but source unknown.</p>

          <p><center>***</center></p>
          <p> // Published 2023-04-14, with 173 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] 3 ways to meet compliance needs without slowing down agility</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/3-ways-to-meet-compliance-needs-without-slowing-down-agility"/>
    <id>/3-ways-to-meet-compliance-needs-without-slowing-down-agility</id>
    <updated>2023-04-13T00:00:00+00:00</updated>
    <published>2023-04-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2023-02-24-3-ways-to-meet-compliance-needs-without-slowing-down-agility/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <ul>
    <li>You can <a href="https://docs.github.com/en/enterprise-cloud@latest/admin/identity-and-access-management/using-saml-for-enterprise-iam/configuring-saml-single-sign-on-for-your-enterprise">configure SAML single sign-on for your enterprise</a>. This is an additional check, allowing you to confirm the authenticity of your users against your own identity provider (while still using your own GitHub account).</li>
    <li>You can then <a href="https://docs.github.com/en/enterprise-cloud@latest/organizations/organizing-members-into-teams/synchronizing-a-team-with-an-identity-provider-group">synchronize team memberships</a> with groups in your identity provider. As a result, group membership changes in your identity provider update the team membership (and therefore associated access) in GitHub.</li>
    <li>Alternatively, you could adopt GitHub <a href="https://docs.github.com/en/enterprise-cloud@latest/admin/identity-and-access-management/using-enterprise-managed-users-for-iam/about-enterprise-managed-users">Enterprise Managed Users</a> (EMUs). This is a flavor of GitHub Enterprise where you can only log in with an account that is centrally managed through your identity provider. The user does not have to log in to GitHub with a personal account and use single sign on to access company resources. (For more information on this, check out <a href="https://github.blog/2022-12-20-emus-more-than-just-flightless-birds/">this blog post</a> on exploring EMUs and the benefits they can bring.)</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-13, with 150 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Building Organizational Governance in CI/CD Pipelines</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/building-org-gov-cicd"/>
    <id>/building-org-gov-cicd</id>
    <updated>2023-04-13T00:00:00+00:00</updated>
    <published>2023-04-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2023-04-05-building-organization-wide-governance-and-re-use-for-ci-cd-and-automation-with-github-actions/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In high-regulatory environments, you may need to demonstrate compliance against certain checks. With a decentralized CI/CD model, attesting compliance is challenging to justify. As a result, it requires a significant amount of work to ensure compliance across application teams.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-13, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Performance Seasons Are Useless — Use Anniversary Reviews Instead</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/performance-seasons-are-useless-use-anniversary-reviews-instead"/>
    <id>/performance-seasons-are-useless-—-use-anniversary-reviews-instead</id>
    <updated>2023-04-13T00:00:00+00:00</updated>
    <published>2023-04-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/oct/25/against-performance-seasons/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Performing reviews throughout the year mean that the skills you build tend to stick better. If you only do them yearly, you’ll likely forget whatever you learned by the time the next season rolls around. But if your next review comes in a month or two, you’re more likely to retain and build on your skillset. That’s a virtuous cycle: it makes each review easier, so they take less time, so you can do them more often and capture more data, and so on.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-13, with 86 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Post-interview recommendations - a case against &apos;maybe&apos;</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/post-interview-recommendations-a-case-against-'maybe'"/>
    <id>/post-interview-recommendations---a-case-against-&apos;maybe&apos;</id>
    <updated>2023-04-13T00:00:00+00:00</updated>
    <published>2023-04-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/sep/23/post-interview-recommendation/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If you’re ever an interviewer on a role I’m hiring for, there’s this one thing I’m going to ask you to do that might feel weird. After you conduct that interview, I’m going to ask you to send me a recommendation, and I’m going to insist that the recommendation begins with a very clear “hire” or “no hire”. I won’t accept any form of “maybe”.</p>
</blockquote>

<blockquote>
  <p>Many people find this uncomfortable; they want to avoid being this direct. That’s understandable. It’s uncomfortable feeling like you’re passing judgment; I get why folks want to avoid that. But if you send me a recommendation that leaves out this bottom line, or if you give me a “maybe” or something similarly non-committal, I’m going to push back. This post explains why</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-13, with 131 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] What should you do if you report to an underperforming executive?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/underperforming-exec"/>
    <id>/underperforming-exec</id>
    <updated>2023-04-13T00:00:00+00:00</updated>
    <published>2023-04-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/underperforming-executive/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Acknowledging that whether teams feel good or bad about the decision probably depends more on how the executive messages the decision than on the actual decision itself</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-13, with 29 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 24 Startup CTO Interview Questions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/24-startup-cto-interview-questions"/>
    <id>/24-startup-cto-interview-questions</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/cto-interview-questions</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Here are some of the questions I used during the interview process, and I hope they help you in your CTO hiring process. I’ve ordered these by topic so that you can jump to the ones that best suit your startup’s needs.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 44 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 5 tips for prioritizing Dependabot alerts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/5-tips-for-prioritizing-dependabot-alerts"/>
    <id>/5-tips-for-prioritizing-dependabot-alerts</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-09-19-5-tips-for-prioritizing-dependabot-alerts/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>By default, Dependabot alerts are sorted with a “Most Important” sort, which not only takes into consideration the potential risk to your project, but also considers factors to infer how relevant the vulnerability may be to your project. For example, this sort calculation takes into consideration whether you’re calling a vulnerable function, as well as dependency scope (like if an alert is a devDependency).</p>
</blockquote>

<blockquote>
  <p>This calculation also takes into account the actionability of the alert; for example, alerts with available patches (like a version with a fix) are featured higher than alerts without a patch.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 99 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cyberattack sees Australian fintech take itself offline</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cyberattack-sees-australian-fintech-take-itself-offline"/>
    <id>/cyberattack-sees-australian-fintech-take-itself-offline</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2023/03/21/latitude_financial_cyber_attack_leak/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Latitude said the attack on the vendor exposed credentials of its staff, which were used to log on to two other service providers it uses for matter such as identity verification. Those creds were used to access over 100,000 identification documents from one service provider and 225,000-plus customer records from the other.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 54 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] DevOps vs. SRE vs. Platform Engineering - by Alex Xu</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/devops-vs.-sre-vs.-platform-engineering-by-alex-xu"/>
    <id>/devops-vs.-sre-vs.-platform-engineering---by-alex-xu</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Byte Byte Go</name>
      <uri>https://blog.bytebytego.com/p/ep-52-devops-vs-sre-vs-platform-engineering</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This week’s system design refresher:</p>

  <ul>
    <li>Backend Burger for Developers (Youtube video)</li>
    <li>DevOps vs. SRE vs. Platform Engineering</li>
    <li>HTTP status codes</li>
    <li>Components of a URL</li>
    <li>What makes a good error message?</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 34 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to mitigate OWASP vulnerabilities while staying in the flow</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-mitigate-owasp-vulnerabilities-while-staying-in-the-flow"/>
    <id>/how-to-mitigate-owasp-vulnerabilities-while-staying-in-the-flow</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2023-02-06-how-to-mitigate-owasp-vulnerabilities-while-staying-in-the-flow/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Here at GitHub, we want to help you mitigate vulnerabilities while boosting developer productivity. Fortunately, the Open Web Application Security Project (OWASP) can help. OWASP provides a Top 10 list of vulnerabilities that gives developers and organizations the context they need to address security and compliance risks within their applications. Today, we’ll examine several of OWASP’s vulnerabilities and developer-optimized strategies for keeping your software safe while maintaining and even increasing developer productivity.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 74 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Now in Beta - Securely Automate Secrets with Service Accounts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/now-in-beta-securely-automate-secrets-with-service-accounts"/>
    <id>/now-in-beta---securely-automate-secrets-with-service-accounts</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/1password-service-accounts-beta/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Service Accounts are a special type of account that isn’t tied to an individual user. They can be customized to only allow access to specific vaults, and to perform certain actions on those vaults.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 36 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Setting Goals and Getting Buy-in</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/setting-goals-and-getting-buy-in"/>
    <id>/setting-goals-and-getting-buy-in</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/goals-buyin</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Sharing these goals and setting them collaboratively could be the difference between keeping and losing our best people. A <a href="https://www.comparably.com/blog/study-stress-in-the-workplace/">2018 study by Comparably</a> found that 41% of employees said having “unclear goals” was their top source of stress</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Making of a Manager</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-making-of-a-manager"/>
    <id>/the-making-of-a-manager</id>
    <updated>2023-04-07T00:00:00+00:00</updated>
    <published>2023-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Scott Brady</name>
      <uri>https://www.scottbrady91.com/leadership/book-notes-making-of-a-manager</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The Making of a Manager by Julie Zhou talks about what you should expect from your first management role. It focuses on that strange time when you start out as a manager with no idea what the job will really be like.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-07, with 44 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 5 reasons why developers love 1Password</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/5-reasons-why-developers-love-1password"/>
    <id>/5-reasons-why-developers-love-1password</id>
    <updated>2023-04-05T00:00:00+00:00</updated>
    <published>2023-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/reasons-why-developers-love-1password/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>With our SSH Agent we’ve made your morning git pull as easy and secure as unlocking 1Password – only a scan of your fingerprint required! New keys can be generated in 1Password and synced with Git clients in seconds, then used without the private key ever leaving 1Password. You can use the SSH agent not only for authenticating Git in your daily work, but also to SSH into remote machines. Plus, when you work from other devices, you can take all your keys with you.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-05, with 87 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How 1Password and SSO fit together and what comes next</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-1password-and-sso-fit-together-and-what-comes-next"/>
    <id>/how-1password-and-sso-fit-together-–-and-what-comes-next</id>
    <updated>2023-04-05T00:00:00+00:00</updated>
    <published>2023-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/1password-sso-what-comes-next/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Security tools are only effective if people use them, so great usability can go a long way towards reducing your attack surface. In short, security tools have to make your life easier in order to make them more secure</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-05, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How Uber is Measuring Engineering Productivity</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-uber-is-measuring-engineering-productivity"/>
    <id>/how-uber-is-measuring-engineering-productivity</id>
    <updated>2023-04-05T00:00:00+00:00</updated>
    <published>2023-04-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Pragmatic Engineer</name>
      <uri>https://newsletter.pragmaticengineer.com/p/uber-eng-productivity</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>the Eng Metrics Dashboard. It’s a dashboard which shows pull review metrics – which Uber calls ‘diffs’ – code review metrics and focus time stats</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-04-05, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A day in the life of a GDS Site Reliability Engineer (SRE)</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-day-in-the-life-of-a-gds-site-reliability-engineer-(sre)"/>
    <id>/a-day-in-the-life-of-a-gds-site-reliability-engineer-(sre)</id>
    <updated>2023-03-18T00:00:00+00:00</updated>
    <published>2023-03-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Government Digital Service</name>
      <uri>https://gds.blog.gov.uk/2022/06/10/a-day-in-the-life-of-a-gds-site-reliability-engineer-sre/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Site Reliability Engineers - or SREs - are primarily responsible for ensuring that the services provided by the UK Government (GOV.UK Pay, in my case) are working, continue to work, and that we spot problems prior to them developing into incidents.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-03-18, with 43 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Rules for getting production access</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rules-for-getting-production-access"/>
    <id>/rules-for-getting-production-access-</id>
    <updated>2023-03-18T00:00:00+00:00</updated>
    <published>2023-03-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://docs.publishing.service.gov.uk/manual/rules-for-getting-production-access.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In the GOV.UK programme we restrict access to production systems for new or returning developers, SREs, and technical architects. We do so to defend against accidental mistakes and to provide time for people build knowledge in how to interact with our production systems safely. Note we have separate processes to protect against malicious activity, for example security clearance, probation, building secure systems with audibility etc.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-03-18, with 67 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Books – Building Customer Driven SaaS Products</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/books-building-customer-driven-saas-products"/>
    <id>/books-–-building-customer-driven-saas-products</id>
    <updated>2023-03-01T00:00:00+00:00</updated>
    <published>2023-03-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jason Evanish</name>
      <uri>https://jasonevanish.com/bookshelf/?amp=1</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’ve read ~25 books a year for the last 7+ years. 90% of them are fantastic, and so I’d like to highlight them in case you’re looking for a book on any of these subjects.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-03-01, with 37 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Fail Fast, Move On What to do with A-Players?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/fail-fast,-move-on-what-to-do-with-a-players"/>
    <id>/fail-fast,-move-on-what-to-do-with-a-players</id>
    <updated>2023-03-01T00:00:00+00:00</updated>
    <published>2023-03-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting failfastmoveon</name>
      <uri>https://failfastmoveon.blogspot.com/2019/07/what-to-do-with-players.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Steven Hankin (McKinsey) used the term A-Player in “The War for Talent” in reference to in talent management.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-03-01, with 20 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to start using reusable workflows with GitHub Actions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-start-using-reusable-workflows-with-github-actions"/>
    <id>/how-to-start-using-reusable-workflows-with-github-actions</id>
    <updated>2023-03-01T00:00:00+00:00</updated>
    <published>2023-03-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-02-10-using-reusable-workflows-github-actions/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Let’s say, for example, that you have a cloud-hosted database and your applications are going to run database migrations when they’re deployed. You can put a policy in front of that database requiring that a specific reusable workflow is used before any deployment.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2023-03-01, with 45 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Sisu</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14846026"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Sisu (2022)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14846026/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Lair</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13468602"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Lair (2022)</h3>
      <p><strong>Rated:</strong> 10/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13468602/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Brazen</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13978306"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Brazen (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13978306/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Adam Project</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT2463208"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Adam Project (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT2463208/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Black Crab</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6708668"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Black Crab (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6708668/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Metal Lords</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12141112"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Metal Lords (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12141112/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Interceptor</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14174940"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Interceptor (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14174940/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] A Day to Die</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14412366"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>A Day to Die (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14412366/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Rogue Agent</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9731386"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Rogue Agent (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9731386/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Day Shift</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13314558"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Day Shift (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13314558/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Viking Wolf</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13051810"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Viking Wolf (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13051810/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Medieval</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8883486"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Medieval (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8883486/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Takeover</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT18082758"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Takeover (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT18082758/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lou</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5315210"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lou (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5315210/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lesson Plan</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT23343786"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lesson Plan (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT23343786/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Old People</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT21933110"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Old People (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT21933110/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Narvik: Hitler&apos;s First Defeat</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9737876"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Narvik: Hitler's First Defeat (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9737876/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Nocebo</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11212572"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Nocebo (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11212572/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] A Jazzman&apos;s Blues</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14307536"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>A Jazzman's Blues (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14307536/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Troll</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11116912"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Troll (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11116912/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lost Bullet 2: Back for More</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14465706"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lost Bullet 2: Back for More (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14465706/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Talk to Me</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10638522"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Talk to Me (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10638522/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The 355</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8356942"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The 355 (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8356942/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Prey for the Devil</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9271672"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Prey for the Devil (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9271672/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Uncharted</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1464335"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Uncharted (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1464335/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Morbius</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5108870"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Morbius (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5108870/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] V for Vengeance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15745084"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>V for Vengeance (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT15745084/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Emily the Criminal</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15255876"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Emily the Criminal (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT15255876/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Bullet Train</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12593682"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Bullet Train (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12593682/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Contractor</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10323676"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Contractor (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10323676/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Gray Man</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1649418"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Gray Man (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1649418/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Memory</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11827628"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Memory (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11827628/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Accident Man: Hitman&apos;s Holiday</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9669176"/>
    <id></id>
    <updated>2023-01-01T00:00:00+00:00</updated>
    <published>2023-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Accident Man: Hitman's Holiday (2022)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2023-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9669176/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 100 ways to improve your life</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/100-ways-to-improve-your-life-without"/>
    <id>/100-ways-to-improve-your-life-without</id>
    <updated>2022-12-10T00:00:00+00:00</updated>
    <published>2022-12-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Guardian</name>
      <uri>https://www.theguardian.com/lifeandstyle/2022/jan/01/marginal-gains-100-ways-to-improve-your-life-without-really-trying by</uri>
    </author>
    <content type="html"><![CDATA[<p>big fan of lists shares list thst is nearly a year old</p>

<blockquote>
  <p>11 Get the lighting right: turn off the overhead one, turn on lots of lamps (but turn off when you leave the room).</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-12-10, with 37 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Using Datadog and Terraform for advanced monitoring as code</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/using-datadog-and-terraform-for-advanced-monitoring-as-code"/>
    <id>/using-datadog-and-terraform-for-advanced-monitoring-as-code</id>
    <updated>2022-12-10T00:00:00+00:00</updated>
    <published>2022-12-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting DevOpsGroup</name>
      <uri>https://www.devopsgroup.com/blog/datadog-terraform-advanced-monitoring-as-code/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Configurations are customised according to each monitored technology, from load balancers to cloud databases to container orchestration. This structure means we can easily allow overrides in line with different cloud environments and the requirements of individual customers. Naturally, all templates adhere to ISO 27001 controls for information security management, and we have audit trails for transparency and traceability.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-12-10, with 60 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] One Thing Well - Curated Software and Tool Discovery</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/One-Thing-Well"/>
    <id>/One-Thing-Well</id>
    <updated>2022-12-06T00:00:00+00:00</updated>
    <published>2022-12-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I’m so glad Jack is back, publishing again at <a href="https://onethingwell.org/">One Thing Well</a> after a nearly two year hiatus.</p>

<p>Also who knew tumblr was still a thing.</p>

          <p><center>***</center></p>
          <p> // Published 2022-12-06, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Reverse Job Apply for Software Engineers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/reverse-job-apply-for-software-engineers"/>
    <id>/reverse-job-apply-for-software-engineers</id>
    <updated>2022-10-05T00:00:00+00:00</updated>
    <published>2022-10-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Laskie</name>
      <uri>https://blog.laskie.com/blog/reverse-apply</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The start of a paradigm shift: Have recruiters apply to you.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-10-05, with 13 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 1Password Research Reveals the Risks of Login Fatigue</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/1password-research-reveals-the-risks-of-login-fatigue"/>
    <id>/1password-research-reveals-the-risks-of-login-fatigue</id>
    <updated>2022-09-17T00:00:00+00:00</updated>
    <published>2022-09-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/report-login-fatigue-research/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Fatigue and frustration: Nearly half of employees (44%) say that the process of logging in and out at work harms their mood or reduces productivity.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-17, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Novia launches drip feed pension drawdown and new faster trade cycles</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/novia-launches-drip-feed-pension-drawdown-and-new-faster-trade-cycles"/>
    <id>/novia-launches-drip-feed-pension-drawdown-and-new-faster-trade-cycles</id>
    <updated>2022-09-17T00:00:00+00:00</updated>
    <published>2022-09-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/article/novia-launches-drip-feed-pension-drawdown-and-new-faster-trade-cycles/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The new drip feed drawdown for pensions gives advisers a wider choice of pension options to select for their clients including the option to do regular benefit crystallisation events (BCE) on a chosen day of the month.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-17, with 39 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Some ways to get better at debugging</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/some-ways-to-get-better-at-debugging"/>
    <id>/some-ways-to-get-better-at-debugging</id>
    <updated>2022-09-17T00:00:00+00:00</updated>
    <published>2022-09-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Julia Evans</name>
      <uri>https://jvns.ca/blog/2022/08/30/a-way-to-categorize-debugging-skills/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This is the fuzziest category, we all have a lot of strategies and heuristics we pick up along the way for how to debug efficiently. For example:</p>
</blockquote>

<blockquote>
  <ul>
    <li>writing a unit test</li>
    <li>writing a tiny standalone program to reproduce the bug</li>
    <li>finding a working version of the code and seeing what changed</li>
    <li>printing out a million things</li>
    <li>adding extra logging</li>
    <li>taking a break</li>
    <li>explaining the bug to a friend and then figuring out what’s wrong halfway through</li>
    <li>looking through the github issues to see if anything matches</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-17, with 92 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Why do domain names sometimes end with a dot?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/why-do-domain-names-sometimes-end-with-a-dot"/>
    <id>/why-do-domain-names-sometimes-end-with-a-dot?</id>
    <updated>2022-09-17T00:00:00+00:00</updated>
    <published>2022-09-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Julia Evans</name>
      <uri>https://jvns.ca/blog/2022/09/12/why-do-domain-names-end-with-a-dot-/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This also explains why there’s a . at the end of example.com. – zone files require a trailing dot at the end of a domain name (because otherwise they’re interpreted as being relative to the zone). So dig does too.</p>

  <p>I really wish dig had a +human flag that printed out all of this information in a more human readable way, but for now I’m too lazy to put in the work to actually contribute code to do that (and I’m a pretty bad C programmer) so I’ll just complain about it on my blog instead :)</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-17, with 99 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Incident Response - How to Prevent and Respond to Data Breaches</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/incident-response-how-to-prevent-and-respond-to-data-breaches"/>
    <id>/incident-response---how-to-prevent-and-respond-to-data-breaches</id>
    <updated>2022-09-09T00:00:00+00:00</updated>
    <published>2022-09-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/incident-response-prevent-and-respond/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Most businesses don’t have a plan in place for when a security breach occurs. That’s a costly oversight given that, according to the same research, the majority of large U.S. businesses have experienced some form of cyber attack before. An effective incident response plan brings people, processes, and technology together to reduce the chances of a breach, and minimize the damage of any that do occur. No matter what type of business you operate, putting this plan in place is critical to creating a strong, proactive cybersecurity strategy.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-09, with 90 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Sign your Git commits with 1Password</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sign-your-git-commits-with-1password"/>
    <id>/sign-your-git-commits-with-1password</id>
    <updated>2022-09-09T00:00:00+00:00</updated>
    <published>2022-09-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/git-commit-signing/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>loads of developers already use SSH keys to push code to GitHub. Now they can use SSH keys to sign their code as well.</p>
</blockquote>

<blockquote>
  <p>And the best part? 1Password makes creating new keys a breeze whether you’re using 1Password on your desktop, or creating and filling new keys directly into GitHub with 1Password in your browser. It just works.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-09, with 63 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] UK labour market report - a dangerous game of chicken with pay rises</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/uk-labour-market-report-a-dangerous-game-of-chicken-with-pay-rises"/>
    <id>/uk-labour-market-report---a-dangerous-game-of-chicken-with-pay-rises</id>
    <updated>2022-09-09T00:00:00+00:00</updated>
    <published>2022-09-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IFA Magazine</name>
      <uri>https://ifamagazine.com/article/uk-labour-market-report-a-dangerous-game-of-chicken-with-pay-rises-reaction-from-hrs-and-recruiters/</uri>
    </author>
    <content type="html"><![CDATA[<p>Companies House on gov.uk should tell you.  And you should be asking at interviews</p>

<blockquote>
  <p>Chris Maslin, director at Tunbridge Wells-based employee ownership specialists, Go Eo: “Inflation is currently hurting workers more than businesses and that’s very evident in this latest data. The biggest price increases are on typical household running costs. At the same time, employees often have limited information on the company they work for. They don’t know whether it’s struggling itself or making huge profits.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-09, with 79 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Free share offer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/free-share-offer"/>
    <id>/free-share-offer</id>
    <updated>2022-09-03T00:00:00+00:00</updated>
    <published>2022-09-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting FreeTrade</name>
      <uri>https://magic.freetrade.io/join/mat/13321190</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Join me and invest with Freetrade. Get started with a free share worth between £3 and £200. T&amp;Cs apply. Capital at risk.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-09-03, with 24 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 5 Ways GitHub Packages Can Level Up Your Workflows</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/5-simple-things-you-can-do-with-github-packages-to-level-up-your-workflows"/>
    <id>/5-simple-things-you-can-do-with-github-packages-to-level-up-your-workflows</id>
    <updated>2022-08-08T00:00:00+00:00</updated>
    <published>2022-08-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-08-04-5-simple-things-you-can-do-with-github-packages-to-level-up-your-workflows/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Here’s one more helpful feature: Any package hosted on GitHub comes with download statistics and a complete history, which makes it easy to track its usage in your repository, organization, or across the broader open source GitHub ecosystem.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-08-08, with 40 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] EP17 - Design patterns cheat sheet</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ep17-design-patterns-cheat-sheet"/>
    <id>/ep17-design-patterns-cheat-sheet</id>
    <updated>2022-08-08T00:00:00+00:00</updated>
    <published>2022-08-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Alex Xu</name>
      <uri>https://blog.bytebytego.com/p/ep17-design-patterns-cheat-sheet</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Design patterns cheat sheet</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-08-08, with 6 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Terraform Modules - Create Reusable Infrastructure As Code</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/terraform-modules-create-reusable-infrastructure-as-code"/>
    <id>/terraform-modules-create-reusable-infrastructure-as-code</id>
    <updated>2022-08-08T00:00:00+00:00</updated>
    <published>2022-08-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build5Nines</name>
      <uri>https://build5nines.com/terraform-modules-create-reusable-infrastructure-as-code/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>At the most basic level a Terraform Module is a collection of Terraform code files (.tf) in the same folder. This is the same as a normal Terraform project, except with a Terraform Module you consume the module from another module or project to get infrastructure code reuse. When thinking about code reuse in comparison to other development technologies, it helps to think about a Terraform Module like a library of code that is referenced and called from another library or application of code.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-08-08, with 86 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 6 strategic ways to level up your CI/CD pipeline</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/6-strategic-ways-to-level-up-your-ci-cd-pipeline"/>
    <id>/6-strategic-ways-to-level-up-your-ci-cd-pipeline</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-07-19-6-strategic-ways-to-level-up-your-ci-cd-pipeline/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In today’s world, a well-tuned CI/CD pipeline is a critical component for any development team looking to build and ship high-quality software fast. But here’s the thing: It’s rare you’ll find two CI/CD pipelines that are exactly the same. And that’s by design. Every CI/CD pipeline should be built to meet a team’s specific needs.</p>

  <p>Despite this, there are levels of maturity when building a CI/CD pipeline that range from basic implementations to more advanced automation workflows. But wherever you are on your CI/CD journey, there are a few things you can do to level up your CI/CD pipeline.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 101 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] DORA Metrics - Measuring Engineering Team Performance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dora-metrics-the-right-answer-to-measuring-engineering-team-performance"/>
    <id>/dora-metrics---the-right-answer-to-measuring-engineering-team-performance</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/jun/17/dora-metrics/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>They may not work, or you may want to augment them with other metrics, but they’ll work for the vast majority of teams. Unless and until you have evidence that they’re not working for your team, you should use these metrics</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 43 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GTD in 15 minutes – A Pragmatic Guide to Getting Things Done</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gtd-in-15-minutes-a-pragmatic-guide-to-getting-things-done"/>
    <id>/gtd-in-15-minutes-–-a-pragmatic-guide-to-getting-things-done</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Hamberg</name>
      <uri>https://hamberg.no/gtd</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>A great part of the “magic” is to convert both tasks and whims into physical and visible actions as you soon will see.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 25 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Higher Rate Relief via Swiftaid – Gift Aid made easy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/higher-rate-relief-via-swiftaid-gift-aid-made-easy"/>
    <id>/higher-rate-relief-via-swiftaid-–-gift-aid-made-easy</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Swiftaid</name>
      <uri>https://www.swiftaid.co.uk/higher-rate-relief</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Our goal is to get an additional £1,000,000,000 in tax relief to charities and individuals every year!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Honesty is a professional behaviour</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/honesty-is-a-professional-behaviour"/>
    <id>/honesty-is-a-professional-behaviour</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/may/19/honesty/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>To fully understand what “honesty” means in a professional setting, we need to unpack why honesty matters at work.</p>
</blockquote>

<blockquote>
  <p>A fundamental purpose of organizations is strength in numbers: a group of people, working together, can accomplish much more than a bunch of individuals acting solo. Organizations exist, in a sense, to harness this collective effort towards a common purpose.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 63 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GitHub&apos;s Open Source Identity Management Entitlements</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/introducing-entitlements-github's-open-source-identity-and-access-management-solution"/>
    <id>/introducing-entitlements---github&apos;s-open-source-identity-and-access-management-solution</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-06-09-introducing-entitlements-githubs-open-source-identity-and-access-management-solution/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Access requests and approvals are typically hard to track and audit. Without a scalable system in place, you may find yourself granting or requesting access that requires manual point-and-click actions. This makes it hard to track and prove audit controls. For instance, verifying appropriate approval and ensuring access revocation on termination or change of roles.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 57 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Making a Compelling Offer in this economy?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/making-a-compelling-offer-in-this-economy"/>
    <id>/making-a-compelling-offer-in-this-economy?</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/jun/16/making-a-compelling-offer/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Making someone sit through a long interview process just to offer them a package they were never going to take is a waste of their time (and yours). If you know that your offer might be less competitive, you need to tell people right away and give them the chance to drop out.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 55 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] No-one knows what they are doing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/no-one-knows-what-they-are-doing"/>
    <id>/no-one-knows-what-they-are-doing</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Successful Software</name>
      <uri>https://successfulsoftware.net/2022/06/19/no-one-knows-what-they-are-doing/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>When I was a child I assumed that all the adults running the world knew what they were doing. Now that I am an adult, I am under no such illusions. Just look at the current British government. They clearly don’t have a clue. A more mediocre bunch of individuals would be hard to find.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 57 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Push testing left by testing user stories</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/push-testing-left-by-testing-user-stories"/>
    <id>/push-testing-left-by-testing-user-stories</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Callum Akehurst-Ryan</name>
      <uri>https://callumakehurstryansblog.wordpress.com/2022/07/01/video-push-testing-left-by-testing-user-stories/</uri>
    </author>
    <content type="html"><![CDATA[<p>Video –</p>

<blockquote>
  <p>Want some practical tips about how to push your testing earlier? in this video Marie Drake and I discuss how to test stories as part of Triforce / 3Amigos / Story Shaping and give some actual examples.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 41 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Thinking in Bets</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/thinking-in-bets"/>
    <id>/thinking-in-bets</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Accidentally in Code</name>
      <uri>https://cate.blog/2022/07/11/book-thinking-in-bets/amp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The analogy throughout the book is poker, which is a combination of skill and luck. It’s an example of the key bias humans have – to associate winning with good skill, and losses to bad luck. Learning from decisions means separating out the luck and the skill, and focusing on improving skill without being as swayed by outcome. E.g. looking for mistakes made in a winning hand.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 69 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Trunk-based vs. feature-based development</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/trunk-based-vs.-feature-based-development"/>
    <id>/trunk-based-vs.-feature-based-development</id>
    <updated>2022-07-24T00:00:00+00:00</updated>
    <published>2022-07-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CircleCI</name>
      <uri>https://circleci.com/blog/trunk-vs-feature-based-dev/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>A developer can directly push changes to the main branch, but if a coding activity requires more extensive time — perhaps a few days — they can check out a branch from main, move the changes into it, then merge it back in when development is complete.</p>
</blockquote>

<blockquote>
  <p>Fellow developers must then perform a code review based on company guidelines before merging the checked-out branch with the main branch. The crucial thing about checked-out branches is that they are short-lived, spanning two to three days at most.</p>
</blockquote>

<blockquote>
  <p>In a trunk-based workflow, the main branch should always be production-ready. Faulty code can break the entire build and result in a complicated development history. That means that teams should thoroughly test each code change before pushing them to the main branch. Short development cycles and automated testing enable teams to identify defects and recover from failed builds quickly, reducing the risk.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-24, with 154 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 60 per cent of Brits on £80,000-100,000 say they’re about average</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/60-per-cent-of-brits-on-80,000-100,000-say-they-re-about-average"/>
    <id>/60-per-cent-of-brits-on-£80,000-100,000-say-they’re-about-average</id>
    <updated>2022-07-21T00:00:00+00:00</updated>
    <published>2022-07-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The New Statesman</name>
      <uri>https://www.newstatesman.com/society/2022/07/60-per-cent-brits-average-income</uri>
    </author>
    <content type="html"><![CDATA[<p>Compared to their social circle/network this wouldn’t be surprising. How many people hang out or socialise with people they look up to, are trying to get ‘in’ with. An £100k city worker trying be mates with the seasoned pro on double gross salary.</p>

<p>Even most the right-wing politicians believe there is room to the right.</p>

<blockquote>
  <p>As many as 59 per cent of those with a household income of £80,001-£100,000 say they earn “about average”.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-21, with 76 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Seccl hires Adam Jones as CTO</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/seccl-hires-adam-jones-as-cto"/>
    <id>/seccl-hires-adam-jones-as-cto</id>
    <updated>2022-07-21T00:00:00+00:00</updated>
    <published>2022-07-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Professional Adviser</name>
      <uri>https://www.professionaladviser.com/news/4053507/seccl-hires-adam-jones-cto-oversee-tech-vision</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Seccl has boosted its senior leadership team with the hire of Adam Jones as its first chief technology officer (CTO).
Jones will be responsible for shaping the Octopus-owned custodian and platform technology provider’s future technology vision, with executive accountability for all aspects of the company’s engineering, data and information security functions, it said.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-07-21, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Career checkup template</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/career-checkup-template"/>
    <id>/career-checkup-template</id>
    <updated>2022-06-12T00:00:00+00:00</updated>
    <published>2022-06-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/career-checkup/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This is similar to a career narrative, but with more focus on self-diagnosis than something presentable to others.</p>
</blockquote>

<p>I’ve been experimenting with reusable templates over on Infrastructure Engineering, and decided to try something similar here. (That experiment is itself inspired by Brie Wolfson’s use of templates in The Kool-Aid Factory.)</p>

          <p><center>***</center></p>
          <p> // Published 2022-06-12, with 52 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Contractions Increase Mental Effort Required to Read</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Contractions-can-lead-to-an-increase-in-the-mental-effort-required-to-read-them"/>
    <id>/Contractions-can-lead-to-an-increase-in-the-mental-effort-required-to-read-them</id>
    <updated>2022-06-07T00:00:00+00:00</updated>
    <published>2022-06-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Joanne Schofield</name>
      <uri>https://medium.com/@joanne.schofield/using-contractions-could-be-making-your-writing-inaccessible-4034bb3cd76a</uri>
    </author>
    <content type="html"><![CDATA[<p>This was news to me, yet I do struggle to read, for example, Martin Lewis’ MSE website because of the tone and contractions used heavily.</p>

<blockquote>
  <p>Use ‘do not’, ‘can not’, ‘would not’ and so on instead of ‘don’t’, ‘can’t’ and ‘wouldn’t’ because some people rely on reading the ‘not’ to understand what is being said.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-07, with 57 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Retry Patterns - Software Resilience and Error Handling</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/retry-patterns"/>
    <id>/retry-patterns</id>
    <updated>2022-06-07T00:00:00+00:00</updated>
    <published>2022-06-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Alex Xu</name>
      <uri>https://blog.bytebytego.com/p/retry-patterns-episode-9</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Exponential backoff with jitter. If all the failed calls back off at the same time, they cause contention or overload again when they retry. Jitter adds some amount of randomness to the backoff to spread the retries.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-07, with 39 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Imposter Syndrome is almost universal</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Imposter-Syndrome-is-almost-universal"/>
    <id>/Imposter-Syndrome-is-almost-universal</id>
    <updated>2022-06-06T00:00:00+00:00</updated>
    <published>2022-06-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I work with 50 odd people in the engineering space, almost all of us suffer from imposter syndrome.</p>

<p>According to Wikipedia it is a psychological pattern in which an individual doubts their skills, talents, or accomplishments and has a persistent internalized fear of being exposed as a “fraud”.</p>

<p>I was chatting to a friend today about their fear. They have progressed in the organisation quite rapidly and they feel out of their depth. It’s a mixture of their understanding of the Peter Principle (the idea you will get promoted to a level one above your competence) and IS.</p>

<p>The truth is somewhere in between, and like most things; it depends.</p>

<p>My friend, had received performing or outstanding annual reviews for years. I probed “So do you rate your managers over that time”.  “Well yes, most of them” was the reply. “You cannot be doing badly then, or someone would have said something, so crack on” was my reply. If you trust your management, and those involved in your employment/promotion then consider that IS suggests you have some how convinced them and managed to hide the fact you are a “fraud” from them and potentially for years. Logically that just isn’t likely.</p>

<p>I’ve suffered with IS throughout my dev career, largely based on not being a nerd (I like football more than I like understanding how threading works, I like two-by-two magic frameworks/grids more than I look at binaries, threading, or what’s on the heap. I don’t have a computer science background or a degree. Yet somehow I’ve made it to head of engineering in one organisation with 4 promotions in that time, and now I’m an engineering manager at a really exciting FinTech.</p>

<p>I have coached myself<sup>1</sup> and my way out of IS with the above argument, surely after a 16 year career if I was doing my job poorly someone would have said something, sure I have had some feedback that I can improve in my approach, but never anything threatening my position and livelihood.</p>

<p>I’ve also learned not to care that much about what others think<sup>2</sup>. Life is too short to worry about others. Focus on what you can control. Have a growth mindset and genuinely invest in continuous learning and seek to improve and you won’t go wrong.</p>

<ol>
  <li>yes, I coach myself. I’ll write about that soon.</li>
  <li>about me, except in a one-to-one direct report context. That relationship is very important to me and one I absolutely do care about in order to provide my best possible level of support.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2022-06-06, with 425 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] We need to talk</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/We-need-to-talk"/>
    <id>/We-need-to-talk</id>
    <updated>2022-06-06T00:00:00+00:00</updated>
    <published>2022-06-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I’m a middle-aged white male of British descent. I am privileged. And I know it. I’m liberal, I’m open, I’m honest and I say what I think. I listen and I’m always learning and I have worked in the technology industry for over 15 years now.</p>

<p>Over the years things have been getting better - cloud tech, accessibility, an plethora of information behind a little box with a magnifying glass svg. People have begun sharing their progress, their technical problems and solutions online, Twitter, Twitch, YouTube and more! It’s a wonderful time to be a budding engineer. You can learn anything, anywhere, anytime. All at the click of a button.</p>

<p>Things have been getting worse. Women get abused online, cat called, derogatory terms made, just because they are online or are in the public eye. I’m ashamed by my fellow man. Just the other day someone joined a twitch stream and within seconds was asking about taking off clothing. It’s frankly embarrassing, and damn right pathetic and disgusting. A football commentator was called ugly and flat-chested because they had an opinion someone didn’t like. I like football, I like football a lot and yet it’s being ruined by fans who are misogynistic and racist. It’s beyond tribalism and it’s a horrible place to be. There are huge campaigns about <a href="https://youtu.be/D2Hc8bxrf0k">ending online hate</a>, saying no to racism, lead by kick it out an entire organisation set up to combat something that shouldn’t exist. Yet women’s football is growing, showing it isn’t just a man’s game. New broadcasting deals and pre-pandemic the biggest crowds the modern game has seen.</p>

<p>Yet in the technology industry, there isn’t the funding or support of huge football teams or broadcasters like BT or Sky, and it’s horrible. And it too needs to stop.</p>

<p>It is just not good enough. Do better.</p>

<p>I’m an ally. I want a thriving and positive technology industry. I want a safe space to work. I support women in technology. I support diversity in technology. I’m inclusive and I’m <a href="https://unbreak.tech/">joining a group</a> of like minded men who will stand together and offer our support.</p>

          <p><center>***</center></p>
          <p> // Published 2022-06-06, with 354 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Dimensions of Engineering Growth</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dimensions-of-engineering-growth"/>
    <id>/dimensions-of-engineering-growth</id>
    <updated>2022-06-06T00:00:00+00:00</updated>
    <published>2022-06-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cate Hutson</name>
      <uri>https://cate.blog/2022/06/06/dimensions-of-engineering-growth/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The four growth dimensions are:
Scope
Complexity
Output
Agenda</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-06, with 11 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Start test names with should</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/start-test-names-with-should"/>
    <id>/start-test-names-with-should</id>
    <updated>2022-06-06T00:00:00+00:00</updated>
    <published>2022-06-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting paperless</name>
      <uri>https://paperless.blog/start-test-names-with-should</uri>
    </author>
    <content type="html"><![CDATA[<p>I like this, I’d name my tests <code class="language-plaintext highlighter-rouge">function_</code> first to identify and sort when executing - this view really helps me view test cases and look for gaps.</p>

<p>E.g.,  <code class="language-plaintext highlighter-rouge">add_should_return_sum_of_values</code></p>

<blockquote>
  <p>A trick I learned from Dave Hounslow, a former colleague, is to start test names with “should”¹. This has a few advantages over test [function name]:
It removes redundancy, because the function name should already be in the call stack.
It is falsifiable, that is, a person reviewing the test can decide to which degree the name agrees with the actual test. For example, they could point out that should replace children when updating instance verifies that new children are added, but not that old children are removed.
It encourages testing one property of the function per test, like should apply discount when total cost exceeds 100 dollars, should create record for valid input, and should return error code 1 for unknown error. test [function name] encourages testing everything the function does (branches, side effects, error conditions, etc.) in one test. 
It invites the developer to write something human readable. I usually find “test …” names to be clunky to read. This may just be bias after years of using this technique. 
It is better than a comment explaining what the test does, because the comment will not be shown when the test fails.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-06, with 230 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Using a label to trigger automation with GitHub Actions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Using-a-label-to-trigger-automation-with-GitHub-Actions"/>
    <id>/Using-a-label-to-trigger-automation-with-GitHub-Actions</id>
    <updated>2022-06-04T00:00:00+00:00</updated>
    <published>2022-06-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I have been evolving my website over the last few weeks - football season is over - and I am using GitHub Actions to automate my processes and essentially use GitHub’s Issues as a content management system (CMS).</p>

<p>CMSs typically have a database backend see WordPress and MySql, there are headless CMSs like Strapi that offer up an API from datasources, but being a cheapskate and hosting my website on GitHub pages I don’t have the option of a database. So using the tools at hand I am able to create an issue in GitHub using issue templates (these help structure the content and automatically applies labels).</p>

<p>From these I can then trigger an action that either converts an issue to a markdown file as a post or by adding some data to a yaml file - Jekyll my static site generator uses yaml files (along with CSV and JSON) as data sources.</p>

<p>the below action shows a check against the <code class="language-plaintext highlighter-rouge">labelname</code> to make sure the right action runs by passing the variable into another action called <code class="language-plaintext highlighter-rouge">runner</code>.</p>

<p>Data in yaml files can be looped over at build time to create tables, lists. Using the liquid templating language one can sort and group data too. Such that i now record podcasts, books, websites, films, football teams and a to do list all in yaml files ans all managed by GitHub’s issues.</p>

<script src="https://gist.github.com/Mat-0/e6d5982d24d35530bebfef157d76aff1.js"></script>


          <p><center>***</center></p>
          <p> // Published 2022-06-04, with 237 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 6 Steps to Ensure Cyber Resilience</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/6-steps-to-ensure-cyber-resilience"/>
    <id>/6-steps-to-ensure-cyber-resilience</id>
    <updated>2022-06-02T00:00:00+00:00</updated>
    <published>2022-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dark Reading</name>
      <uri>https://www.darkreading.com/attacks-breaches/6-steps-to-ensure-cyber-resilience</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This step comes back to cyber protection being only as strong as each remote employee. Cyber awareness is essential when establishing cyber resilience so IT teams need to take the time to educate employees about cybercrime tactics such as phishing and business email compromise. By consistently implementing periodic, easy-to-understand awareness and response training, organizations are one step closer to ensuring cyber resilience and mitigating human risk.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-02, with 68 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Level up your link previews in Slack</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/level-up-your-link-previews-in-slack"/>
    <id>/level-up-your-link-previews-in-slack</id>
    <updated>2022-06-02T00:00:00+00:00</updated>
    <published>2022-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Salma Alam-Naylor</name>
      <uri>https://whitep4nth3r.com/blog/level-up-your-link-previews-in-slack/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>improve web page link previews unfurled in Slack by including extra metadata using Open Graph.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-06-02, with 17 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Handling Defects</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/handling-defects"/>
    <id>/handling-defects</id>
    <updated>2022-05-27T00:00:00+00:00</updated>
    <published>2022-05-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Defects should be tackled and fixed as soon as possible, rather than establishing a potentially wasteful process of triaging them, classifying them, and storing them in your ticketing system for who knows how long. Look at the Toyota production lines and how they stopped everything to remove issues.</p>

<p>Unless you are late to the party and you already have loads of defects. Then Eisenhower matrix and go go go. Do nothing else until your defect rate is minimal and your test coverage is at the maximum suitable level.</p>

          <p><center>***</center></p>
          <p> // Published 2022-05-27, with 88 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Keeping a digital book library</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Keeping-a-digital-book-library"/>
    <id>/Keeping-a-digital-book-library</id>
    <updated>2022-05-23T00:00:00+00:00</updated>
    <published>2022-05-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I wanted to keep a digital library of all the books I own, some physical, some digital (mostly on my Kindle). Thanks to <a href="https://katydecorah.com/code/read/">Katy Decorah</a> much of the work had been done for me. Including a Shortcut for my phone. I embellished Katy’s version with a <code class="language-plaintext highlighter-rouge">scan QR Barcode</code> action. So I can easily scan the ISBN of any book, append a timestamp <code class="language-plaintext highlighter-rouge">ISO</code> format of course. and then trigger an issue to be raised on GitHub using their API and a Token.</p>

<p>The issue has a label, and this triggers and Action which includes commiting the change to my repo without me needing to do anything else</p>

<p><img src="/images/action-shot-books.png" alt="Screenshot of GitHub commits by Actions User" /></p>

<p>All the data is in in YML so can be exported or used as needed.</p>


          <p><center>***</center></p>
          <p> // Published 2022-05-23, with 138 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Math support in Markdown</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/math-support-in-markdown"/>
    <id>/math-support-in-markdown</id>
    <updated>2022-05-21T00:00:00+00:00</updated>
    <published>2022-05-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-05-19-math-support-in-markdown/</uri>
    </author>
    <content type="html"><![CDATA[<p>Not gonna need it but pretty cool nonetheless.</p>

<blockquote>
  <p>For example, the following Markdown will render nicely</p>
</blockquote>

<div class="language-markdown highlighter-rouge"><div class="highlight"><pre class="highlight"><code>When $a <span class="se">\n</span>e 0$, there are two solutions to $(ax^2 + bx + c = 0)$ and they are
$$ x = {-b <span class="se">\p</span>m <span class="se">\s</span>qrt{b^2-4ac} <span class="se">\o</span>ver 2a} $$
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2022-05-21, with 55 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How we’re continuing to enable all developers to build</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-we-re-continuing-to-enable-all-developers-to-build-the-github-blog"/>
    <id>/how-we’re-continuing-to-enable-all-developers-to-build-|-the-github-blog</id>
    <updated>2022-05-20T00:00:00+00:00</updated>
    <published>2022-05-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-05-19-how-were-continuing-to-enable-all-developers-to-build/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>GitHub has created a central accessibility team that consists of designers, engineers, product and program managers—all of whom work with external consultants with disabilities and we subsequently consider their feedback as we build out our solutions. The role of our team is to help enable other teams across GitHub by providing training, tools, and documentation necessary so that teams can build accessible products.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-20, with 65 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Software bill of materials - What it is and why you need one</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/software-bill-of-materials-what-it-is-and-why-you-need-one"/>
    <id>/software-bill-of-materials---what-it-is-and-why-you-need-one</id>
    <updated>2022-05-20T00:00:00+00:00</updated>
    <published>2022-05-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CircleCI</name>
      <uri>https://circleci.com/blog/what-is-a-software-bill-of-materials/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Using a software bill of materials (SBOM) is a highly effective strategy for reducing software supply chain cyberattacks. Just as a recipe lists the ingredients necessary to make a favorite meal, the SBOM lists all components of a software application.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-20, with 42 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Gender pay gap at UK unicorns</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gender-pay-gap-at-uk-unicorns"/>
    <id>/gender-pay-gap-at-uk-unicorns</id>
    <updated>2022-05-16T00:00:00+00:00</updated>
    <published>2022-05-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sifted EU</name>
      <uri>https://sifted.eu/articles/gender-pay-gap-monzo-revolut/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Of the 20 UK unicorns that were required by law to submit gender pay gap data, only seven reported a gap that was smaller than the national average of 10% — meaning women are paid 90p for every £1 men earn.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-16, with 43 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Agile User Story Estimation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/agile-user-story-estimation"/>
    <id>/agile-user-story-estimation</id>
    <updated>2022-05-15T00:00:00+00:00</updated>
    <published>2022-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jeremiah Lee</name>
      <uri>https://www.jeremiahlee.com/posts/agile/user-story-estimation/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Estimate user stories by thinking about the solution effort, additional testing effort, and risk level. Assess the solution effort, then increase the estimate if testing effort or risks exceed typical levels.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-15, with 33 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] UO is just as important as UX</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/uo-is-just-as-important-as-ux"/>
    <id>/uo-is-just-as-important-as-ux</id>
    <updated>2022-05-15T00:00:00+00:00</updated>
    <published>2022-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Martin Lewis</name>
      <uri>https://blog.moneysavingexpert.com/2022/05/martin-lewis---uo-is-just-as-important-as-ux--a-tip-for-anyone-d/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>UO quite simply stands for ‘User Outcomes’, and when I use it, it very simply means does the user get the right answer, when using or reading the site, apps or tools?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-15, with 34 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Write more secure code with the OWASP Top 10 Proactive Controls</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/write-more-secure-code-with-the-owasp-top-10-proactive-controls"/>
    <id>/write-more-secure-code-with-the-owasp-top-10-proactive-controls</id>
    <updated>2022-05-15T00:00:00+00:00</updated>
    <published>2022-05-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2021-12-06-write-more-secure-code-owasp-top-10-proactive-controls/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>by consistently applying defensive programming concepts as developers, you reduce your odds of introducing vulnerabilities. At the very least, you reduce the odds of them being exploited in the event that a vulnerability does make its way into your code.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-15, with 42 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Agile Team Tooling</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Agile-Team-Tooling"/>
    <id>/Agile-Team-Tooling</id>
    <updated>2022-05-13T00:00:00+00:00</updated>
    <published>2022-05-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A couple of tools to support agile team working</p>

<ol>
  <li><a href="https://sprintnamegenerator.com/">https://sprintnamegenerator.com/</a> - A sprint name generator, because ‘Sprint 2716’ is boring.</li>
  <li><a href="https://app.storypoint.poker/">https://app.storypoint.poker/</a> - Planning poker online for a team.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2022-05-13, with 32 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Automation is the serialization of understanding</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Automation-is-the-serialization-of-understanding"/>
    <id>/Automation-is-the-serialization-of-understanding</id>
    <updated>2022-05-12T00:00:00+00:00</updated>
    <published>2022-05-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Changelog</name>
      <uri>https://changelog.com/posts/automation-is-the-serialization-of-understanding</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Because if you understand what you’re doing, you can automate if you want to.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-12, with 16 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How we hired more engineers faster</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-we-hired-more-engineers-faster"/>
    <id>/how-we-hired-more-engineers-faster</id>
    <updated>2022-05-09T00:00:00+00:00</updated>
    <published>2022-05-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CircleCI</name>
      <uri>https://circleci.com/blog/how-we-hired-more-engineers-faster/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Most questions I ask start with “tell me about a time” or “give an example of a time when you…” I want specifics. If I’m interviewing you, I want to understand if you made something good happen or stood next to people who did. At the same time, do you take all the credit or do you talk about the success of a team? When you have failures is it always somebody else’s fault or do you own your mistakes or problems?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-09, with 84 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Observability versus monitoring in software development</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/observability-versus-monitoring-in-software-development"/>
    <id>/observability-versus-monitoring-in-software-development</id>
    <updated>2022-05-09T00:00:00+00:00</updated>
    <published>2022-05-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CircleCI</name>
      <uri>https://circleci.com/blog/observability-vs-monitoring/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Monitoring is a subset of observability that involves keeping track of important events and metrics so that anomalies, errors, and downtime are noticeable immediately. Metrics monitoring involves identifying specific criteria for success and measuring the performance of the application in relation to these goals. A typical example is queue depth, but metrics might include memory use, requests per second, active connections, flow, or errors.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-09, with 66 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Threat Intelligence in the SOC - How can it help mitigate risks?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/threat-intelligence-in-the-soc-how-can-it-help-mitigate-risks"/>
    <id>/threat-intelligence-in-the-soc---how-can-it-help-mitigate-risks?</id>
    <updated>2022-05-09T00:00:00+00:00</updated>
    <published>2022-05-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Tripwire</name>
      <uri>https://www.tripwire.com/state-of-security/risk-based-security-for-executives/risk-management/threat-intelligence-soc-mitigate-risks/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>For most organizations, Security Operations Center (SOC) teams have long since been their first line of defense. These SOC systems efficiently ensure robust cybersecurity and are designed to detect, analyze, respond to, and prevent any cybersecurity incident that the organization might come across.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-09, with 45 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to safely think in systems</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-safely-think-in-systems"/>
    <id>/how-to-safely-think-in-systems</id>
    <updated>2022-05-08T00:00:00+00:00</updated>
    <published>2022-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/how-to-safely-think-in-systems/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Communicating effectively is a valuable leadership skill, but Meadows focuses on an even more fundamental skill: how to think correctly. Since reading Thinking in Systems, I’ve spent a lot of time doing what the title recommends: starting with an introduction to systems thinking, implementing a small language for modeling systems, and modeling why work-in-progress limits work, system reliability, and hiring funnels.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-08, with 63 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Measures of engineering impact</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/measures-of-engineering-impact"/>
    <id>/measures-of-engineering-impact</id>
    <updated>2022-05-08T00:00:00+00:00</updated>
    <published>2022-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/measures-of-engineering-impact/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Measures of engineering impact are not Accelerate’s measures of developer productivity: lead time, batch size, failure rate, and time to revert. Those measures support understanding and optimizing your development process but aren’t very effective at grading business impact. That’s partially because there are many ways to score highly against those measures without creating much business impact, and partially because they don’t resonate much with folks outside of the engineering organization.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-08, with 72 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Monthly Strategy Prompt Exercise</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monthly-strategy-prompt-exercise"/>
    <id>/monthly-strategy-prompt-exercise</id>
    <updated>2022-05-08T00:00:00+00:00</updated>
    <published>2022-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Cutlefish</name>
      <uri>https://cutlefish.substack.com/p/tbm-3952-monthly-strategy-prompt</uri>
    </author>
    <content type="html"><![CDATA[<p>Really like this hypotheses written up on a monthly basis. I can see value in this being company public.</p>

<blockquote>
  <p>A new puzzle we’ll need to wrap our heads around is unraveling the complexity around non-rental car mobility in Europe. There’s a lot to consider, but a promising place to start is researching the public transit and ride-share ecosystem in [Some City] and maybe standing up a experiment there using legacy partners.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-08, with 73 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Service cookbooks</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/service-cookbooks"/>
    <id>/service-cookbooks</id>
    <updated>2022-05-08T00:00:00+00:00</updated>
    <published>2022-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/service-cookbooks/</uri>
    </author>
    <content type="html"><![CDATA[<p>Simply, created some ‘issue types’ in Jira for this purpose - each template is phrased accordingly asking specific things for each use case.  Took less than 5 minutes to set-up and it’s easier to iterate upon.</p>

<blockquote>
  <p>Project selection is very much like optimizing system performance: if you aren’t measuring, then you’ll fix the wrong things. If your team is underwater and looking to dig its way out, the first thing to do is to setup analytics to understand where your team is spending their time.
Most approaches to instrumenting time allocation require a large time investment from your team to track tasks, which somewhat defeats the plan goal to save their time. One approach I found to work very well, without requiring major workflow changes by your team, is creating a simple internal website that contains your team’s service cookbook.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-08, with 142 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Should you prioritize infrastructure costs</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/should-you-prioritize-infrastructure-costs"/>
    <id>/should-you-prioritize-infrastructure-costs</id>
    <updated>2022-05-08T00:00:00+00:00</updated>
    <published>2022-05-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/should-you-prioritize-infrastructure-costs/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Before diving into the mechanics of managing infrastructure costs, the first question to answer is whether it’s a valuable use of organizational time to make your current infrastructure spend more efficient. How you think about this will vary a bit depending on whether your company is early-stage, prioritizing growth or profitability.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-08, with 53 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 2021 Report State of Developer Relations</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/2021-report-state-of-developer-relations"/>
    <id>/2021-report-state-of-developer-relations</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting DevRelBook</name>
      <uri>https://devrelbook.substack.com/p/2021-report-state-of-developer-relations</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This report is a tool for DevRel practitioners to benchmark their activities and provide some scope to the emerging practice of DevRel. We encourage you to ponder the revelations, insights, and implications. Feel free to share the report, comment on it, and review it with your peers.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 49 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A Framework for Developer Relations</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-framework-for-developer-relations"/>
    <id>/a-framework-for-developer-relations</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting DevRelBook</name>
      <uri>https://devrelbook.substack.com/p/a-framework-for-developer-relations</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>DevRel is a professional practice focused on the engagement of developers as the primary user of a product. It’s also a program and set of activities with a company, most often called a Developer Program. The Developer Framework outlines the core components activated to interact with developers on their journey with your product and company.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 57 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Exit Interviews Are a Trap</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/exit-interviews-are-a-trap"/>
    <id>/exit-interviews-are-a-trap</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/apr/4/exit-interviews-are-a-trap/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Say you’re leaving a job, and you have some criticism. Maybe your boss sucked. Maybe the working conditions were bad. Maybe your teammates were hard to work with. Maybe the food in the cafeteria is better on the other side of Sand Hill Road. Whatever: the details of the criticisms are unimportant; the question is, should you air them out at the exit interview?</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 66 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] OKR Leadership - Stop telling people what to do</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/okr-leadership-stop-telling-people-what-to-do"/>
    <id>/okr-leadership---stop-telling-people-what-to-do</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jeff Gothelf</name>
      <uri>https://jeffgothelf.com/blog/okr-leadership-dont-tell-me-what-to-do/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Key results must be outcomes — meaningful measures of human behavior that tell us we’ve delivered value. As a leader your job is to approve your teams’ key results.
However, if OKRs are to succeed then your job is no longer to prescribe solutions for your teams. That’s their job.
The ideas they come up with need to match product and business strategies, fall within reasonable scope guidelines and remain on brand (all things you can advise on as the team’s leader) but they are still the purview of the team itself.
You no longer tell the team what to do. This is the first step in demonstrating the trust you have in them to do good work.</p>

</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 120 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Personal Development Plans</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/personal-development-plans"/>
    <id>/personal-development-plans</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Durrant</name>
      <uri>https://peoplefirstengineering.substack.com/p/personal-development-plans</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>PDPs and similar initiatives are dismissed as box-ticking exercises. People are tired of being told to come up with SMART goals, we need to dig deeper, and actually think about what is motivating to people, rather than trying to influence behaviours via bureaucratic form filling.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 47 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Preventing burnout - A manager&apos;s toolkit</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/preventing-burnout-a-manager's-toolkit"/>
    <id>/preventing-burnout---a-manager&apos;s-toolkit</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitLab</name>
      <uri>https://about.gitlab.com/blog/2022/05/03/preventing-burnout-a-managers-toolkit/</uri>
    </author>
    <content type="html"><![CDATA[<p>12 strategies managers can use to support their team and prevent burnout. One of his standout strategies that I doubt rarely gets put into use is reduce the number of hours worked by agreeing to reduce effort</p>

<blockquote>
  <p>Identifying burnout in a remote environment is more difficult than in a co-located workplace, but looking for early hallmarks such as exhaustion and reduced enthusiasm can help managers get ahead of the problem.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 72 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Psychological Safety</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/psychological-safety"/>
    <id>/psychological-safety</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting John Durrant</name>
      <uri>https://peoplefirstengineering.substack.com/p/psychological-safety</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Google concluded that Psychological Safety was the Number One factor in determining the effectiveness of a team. In a Psychologically Safe team, people feel safe taking risks, and sharing their vulnerability.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 33 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Refactoring Strategy, Regression Testing And Maintenance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/refactoring-strategy,-regression-testing-and-maintenance"/>
    <id>/refactoring-strategy,-regression-testing-and-maintenance</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Smashing Magazine</name>
      <uri>https://www.smashingmagazine.com/2021/08/refactoring-css-strategy-regression-testing-maintenance-part2/ https://cate.blog/2022/04/04/the-anatomy-of-a-11/amp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Unlike regular features and bug fixes, the refactoring process yields little to no visible and measurable changes on the front end, and management cannot keep track of the progress on their own. It’s important to establish transparent communication to keep the management and other project stakeholders updated on the refactoring progress and results.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Anatomy of a one-to-one</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-anatomy-of-a-one-to-one"/>
    <id>/the-anatomy-of-a-one-to-one</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cate Hutson</name>
      <uri>https://cate.blog/2022/04/04/the-anatomy-of-a-11/amp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>what could be better.
Information / context is where I spend a lot of time for new hires, or someone taking on new responsibility. E.g. if I have a new lead, they might have questions about how things work or what they share about how they think things are going will surface things they may be missing or need to pay more attention to.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 66 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The Technium 103 Bits of Advice I Wish I Had Known</title>
    <link rel="alternate" type="text/html" href="https://kk.org/thetechnium/103-bits-of-advice-i-wish-i-had-known/"/>
    <id>/the-technium-103-bits-of-advice-i-wish-i-had-known</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Speak confidently as if you are right, but listen carefully as if you are wrong.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 17 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Your last one-on-one what to do instead of an exit interview</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/your-last-one-on-one-what-to-do-instead-of-an-exit-interview"/>
    <id>/your-last-one-on-one-what-to-do-instead-of-an-exit-interview</id>
    <updated>2022-05-07T00:00:00+00:00</updated>
    <published>2022-05-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://jacobian.org/2022/apr/7/your-last-o3/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>it’s not an “exit interview”, it’s your final one-on-one. If you’ve built a solid relationship with this person, they’ll regularly be bringing problems and even criticism into your 1:1s. If you’ve demonstrated a track record of making it safe to do that, this final meeting can be quite similar. As with any 1:1, if they have things to share, you’re there to listen.
One way you can implicitly communicate the normality of this meeting is to just keep it at your normally-scheduled 1:1 time.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-07, with 86 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Automatically opening issues when tracked file content changes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/automatically-opening-issues-when-tracked-file-content-changes"/>
    <id>/automatically-opening-issues-when-tracked-file-content-changes</id>
    <updated>2022-05-06T00:00:00+00:00</updated>
    <published>2022-05-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Simon Willison</name>
      <uri>https://simonwillison.net/2022/Apr/28/issue-on-changes/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>It may seem redundant to do this against a file that already lives in version control elsewhere - but in addition to tracking changes, Git scraping can offfer a cheap and easy way to add automation that triggers when a change is detected.
I need an actionable alert any time the Starlette code changes so I can review the change and apply a fix to my own library, if necessary.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-06, with 72 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Here&apos;s how to make dev productivity a top priority</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/here's-how-to-make-dev-productivity-a-top-priority"/>
    <id>/here&apos;s-how-to-make-dev-productivity-a-top-priority</id>
    <updated>2022-05-06T00:00:00+00:00</updated>
    <published>2022-05-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sifted EU</name>
      <uri>https://sifted.eu/articles/developer-productivity-top-priority/</uri>
    </author>
    <content type="html"><![CDATA[<p>Weird article about dev productivity and basically using scrum velocity and burn downs (which can be gamed easily) and then small pods and individual ownership. Not sure how sustainable this is.</p>

<p>Give the team a scope, a North Star, some direction and space to explore and experiment. Iterate often, inspect and adapt. Repeat.</p>

<blockquote>
  <p>What they settled on was organising the dev team into “pods” of two or three engineers that would work on building any given feature at a time — this avoided having too many cooks in the kitchen and allowed developers to individually assume greater responsibility.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-06, with 100 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How to Manage Existing Engineering Teams</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-manage-existing-engineering-teams"/>
    <id>/how-to-manage-existing-engineering-teams</id>
    <updated>2022-05-06T00:00:00+00:00</updated>
    <published>2022-05-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build the Stage</name>
      <uri>https://www.buildthestage.com/how-to-manage-existing-engineering-teams/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Accept that the team knows more than you
The first step is to accept that you don’t know anything about this existing team’s domain.
Next, remember what your job is. Your job is to help guide people to make better decisions, learn fast, and achieve goals. Not contribute code.
Pay attention to how the team communicates. What are the relationships within the team? Who influences decisions? Whose voice is not heard? Your first step is to understand how this team works and how the people on it collaborate</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-06, with 90 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The Not Doing List</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-not-doing-list"/>
    <id>/the-not-doing-list</id>
    <updated>2022-05-06T00:00:00+00:00</updated>
    <published>2022-05-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Accidentally in Code</name>
      <uri>https://cate.blog/2022/03/28/the-not-doing-list/amp/</uri>
    </author>
    <content type="html"><![CDATA[<p>Really like this idea of self-reflection, but I would argue that it isn’t about not having time its just a priority call.</p>

<p>I haven’t been out running for quite some time now, I have prioritied work and famjly.</p>

<p>Inpsecting and adapting is key, and this post comes as a reminder to do that again.</p>

<blockquote>
  <p>Periodically, I like to step back and think about the things that I’m not doing. I’m not talking about the things that are on my list, but that I haven’t done yet, or the things that I’m actively choosing not to do. I’m talking about the things that I didn’t have time to think about</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-06, with 111 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Wildcard proxy for everyone</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/wildcard-proxy-for-everyone"/>
    <id>/wildcard-proxy-for-everyone</id>
    <updated>2022-05-06T00:00:00+00:00</updated>
    <published>2022-05-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cloudflare</name>
      <uri>https://blog.cloudflare.com/wildcard-proxy-for-everyone/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>the ability to proxy DNS wildcard records. Previously, this feature was only available to our Enterprise customers. After many of our free and pay-as-you-go users reached out, we decided that this feature should be available to everyone.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-06, with 39 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GitHub to require 2FA for active coders by late 2023</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/github-to-require-2fa-for-active-coders-by-late-2023"/>
    <id>/github-to-require-2fa-for-active-coders-by-late-2023</id>
    <updated>2022-05-05T00:00:00+00:00</updated>
    <published>2022-05-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting The Register</name>
      <uri>https://www.theregister.com/2022/05/05/github_2fa_mandatory_2023/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Hence its decision to require 2FA “by the end of 2023” for users who commit code, open or merge pull requests, use Actions, or publish packages.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-05, with 28 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Collection of Dan North Posts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Collection-of-Dan-North-Posts"/>
    <id>/Collection-of-Dan-North-Posts</id>
    <updated>2022-05-03T00:00:00+00:00</updated>
    <published>2022-05-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Rather than link them all up separately</p>

<ul>
  <li><a href="https://dannorth.net/2012/05/31/bdd-is-like-tdd-if/">BDD is like TDD if</a></li>
  <li><a href="https://dannorth.net/2009/11/12/the-lady-in-the-taxi/">The lady in the taxi - a parable of metrics</a></li>
  <li><a href="https://dannorth.net/2008/02/12/goal-oriented-vocabulary-saying-what-you-mean/">Goal-oriented vocabulary - saying what you mean</a></li>
  <li><a href="https://dannorth.net/2007/02/15/monkey-business-value/">Monkey business value</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2022-05-03, with 38 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 20 Questions to Ask an Entrepreneur Before Joining Their Startup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/20-questions-to-ask-an-entrepreneur-before-joining-their-startup"/>
    <id>/20-questions-to-ask-an-entrepreneur-before-joining-their-startup</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/questions-to-ask-entrepreneur</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Early employees often juggle responsibilities that span many different departments in larger companies. According to Harvard Business School senior lecturer Jeffrey Bussgang, having loosely-defined roles enables small teams to get more done and try more things while they find their place in the market. This can be interesting, but also challenging when you try to translate your startup experience to a big company.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 65 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] 5 Signs It’s Time to Quit Your Job</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/5-signs-it-s-time-to-quit-your-job"/>
    <id>/5-signs-it’s-time-to-quit-your-job</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cate Hutson</name>
      <uri>https://cate.blog/2021/11/29/5-signs-its-time-to-quit-your-job/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>You’re not learning (and you want to be).
You’re learning coping mechanisms rather than skills.
You feel morally conflicted about hiring.
Your job is affecting your confidence.
Your job is affecting you physically.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 35 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Laws of the Game</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Laws-of-the-game"/>
    <id>/Laws-of-the-game</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Hofstadter’s law states that it always takes longer than you expect, even when you take into account Hofstadter’s Law</p>

<p>Parkinson’s law states that work expands so as to fill the time available for its completion.</p>

<p>Conway’s Law states that organizations, who design systems, are constrained to produce designs which are copies of the communication structures of these organizations.</p>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 58 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Amazon Kindle Will Now Convert EPUB to Kindle Format</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/amazon-kindle-will-now-convert-epub-to-kindle-format"/>
    <id>/amazon-kindle-will-now-convert-epub-to-kindle-format</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gizmodo</name>
      <uri>https://gizmodo.com/amazon-kindle-e-readers-will-now-convert-epub-to-kindle-1848867278?scrolla=5eb6d68b7fedc32c19ef33b4</uri>
    </author>
    <content type="html"><![CDATA[<p>Finally.</p>

<blockquote>
  <p>Starting in late 2022, users will be able to either email EPUB files to their device or use one of the Send to Kindle apps to get EPUB ebooks onto their Amazon e-readers. The Kindle still can’t natively load EPUB files, so connecting the e-reader to a computer and manually copying EPUB files over is still not an option, but the Send to Kindle service will convert EPUBs into Kindle-friendly KF8/AZW3 files. It’s not a perfect solution, but it’s still a welcome accommodation for users sitting on a mountain of EPUB files who want to opt for a Kindle device.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 103 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Becoming a Senior Software Engineer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/becoming-a-senior-software-engineer"/>
    <id>/becoming-a-senior-software-engineer</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/senior-software-engineer</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>explore the four paths I’ve seen most engineers take to become senior engineers. Along the way, I’ll share some of the skills and benchmarks you might need to hit to get there yourself.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 35 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Being a Tech Lead in an Empowered Product Team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/being-a-tech-lead-in-an-empowered-product-team"/>
    <id>/being-a-tech-lead-in-an-empowered-product-team</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Domk</name>
      <uri>https://domk.website/blog/2021-01-12-tech-lead-empowered-product-team.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Being a tech lead in an empowered product team is not a purely technical role. In addition to your typical engineering duties, you are a part of the product manager/tech lead/product designer trifecta and you collaborate on product decisions.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 41 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Charles&apos; Rules of Argument</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/charles'-rules-of-argument"/>
    <id>/charles&apos;-rules-of-argument</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Charles Miller</name>
      <uri>https://fishbowl.pastiche.org/2004/03/21/charles_rules_of_argument</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Rule one is scarily simple. You will never change anyone’s mind on a matter of opinion.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 18 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cynefin the Four Frameworks of Portfolio Management</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cynefin-the-four-frameworks-of-portfolio-management"/>
    <id>/cynefin-the-four-frameworks-of-portfolio-management</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IT Revolution</name>
      <uri>https://itrevolution.com/cynefin-four-frameworks-of-portfolio-management/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Cynefin, created by Dave Snowden in 1999, is a decision-making framework for working with complex systems. Cynefin—named after the Welsh word for “habitat”—is designed to assist decision making by applying decisions to domains. This domain structure allows decision makers to understand where they are in a complex adaptive system and what form of experimentation they should be using to make their decisions at that time. Specifically, it helps business leaders understand which specific point in the decision-making process they are in and how to react.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 87 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] DevOps Culture - Creating Better Performance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/devops-culture-creating-better-performance"/>
    <id>/devops-culture-creating-better-performance</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitScrum</name>
      <uri>https://blog.gitscrum.com/devops-culture-creating-better-performance/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>DevOps principles help in managing environments and enable organizations to succeed in aligning their teams about processes, tools, and responsibilities. 
In the last few years, usage of the term “DevOps Culture” has grown a lot, in opposite to tool-only DevOps implementations.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 43 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Key Factors for Architecting Third-Party System Integration</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/factors-to-consider-when-architecting-systems-that-uses-third-party-systems"/>
    <id>/factors-to-consider-when-architecting-systems-that-uses-third-party-systems</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Shekhar Gulati</name>
      <uri>https://shekhargulati.com/2022/02/16/factors-to-consider-when-architecting-systems-on-top-of-third-party-systems/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>important factors you should consider when architecting systems that are powered by third-party systems. The factors I detail are:</p>

  <ul>
    <li>deployment model</li>
    <li>technology coherence</li>
    <li>NFRs and SLAs</li>
    <li>Infrastructure and hardware needs</li>
    <li>API style and documentation</li>
    <li>Idempotent APIs</li>
    <li>Getting data out of the third party provider</li>
    <li>Community</li>
  </ul>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 49 words.</p>
          <p><center>***</center></p>
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    ]]></content>
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<entry>
    <title type="text">[post] From individual READMEs and user manuals to group working agreements</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/from-individual-readmes-and-user-manuals-to-group-working-agreements"/>
    <id>/from-individual-readmes-and-user-manuals-to-group-working-agreements</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Org Hacking</name>
      <uri>https://orghacking.com/2021/04/05/from-individual-readmes-and-user-manuals-to-group-working-agreements/amp/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I’ve been meaning to write about individual READMEs and “user manuals” for quite some time and I’m glad that I held off. 
It was recently brought back to my attention through Ed Batista’s post: To README or not to README. Ed’s been on a tear of good posts lately and I’d highly recommend checking out his blog.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 59 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] How 7 engineers rethought their work calendars</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-7-engineers-rethought-their-work-calendars"/>
    <id>/how-7-engineers-rethought-their-work-calendars</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sourcegraph</name>
      <uri>https://about.sourcegraph.com/blog/remote-work-calendar/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Remote work offers the opportunity to rethink work from first principles and ask ourselves: What does life look like when our jobs work for us, rather than the other way around? When you don’t have to commute, when no one is watching you work, when code shipped at 2 am is as valuable as code shipped at 10 am, what can your life become? Maybe your day will become nonlinear; maybe you’ll split your workday in two; or maybe you’ll work 4 days instead of 5.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 88 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to Freaking Find Great Developers By Having Them Read Code</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-freaking-find-great-developers-by-having-them-read-code"/>
    <id>/how-to-freaking-find-great-developers-by-having-them-read-code</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Freaking Rectangle</name>
      <uri>https://freakingrectangle.com/2022/04/15/how-to-freaking-hire-great-developers/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>When hiring developers, there are many things we are looking for, but over the years I have found that raw coding ability is easily the most important quality to look for. I can quickly train a person to have knowledge in some domain, but I’ve never seen raw coding ability come from anything other than personal commitment to extensive and deep practice. Because of this, I have found that some methods work better than others to discover talent.</p>
</blockquote>

<blockquote>
  <p>… instead of writing code, consider instead having the candidate read existing code and talk about what it does and how it works. This offers some powerful advantages:</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 110 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to Use OKR and Scrum to Increase Results</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-use-okr-and-scrum-to-increase-results"/>
    <id>/how-to-use-okr-and-scrum-to-increase-results</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitScrum</name>
      <uri>https://blog.gitscrum.com/how-to-use-okr-and-scrum-to-increase-results/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The existence of clear, achievable, challenging, and valuable objectives and key results (OKR) with Scrum are points for planning iterations and deliveries, in defining tasks for execution.
Companies must have as key objectives and results that are consolidated in the intersection of business and technology, of the necessary with the possible, of the customer, leaders, and teams.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 59 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How we built our software engineering career framework</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-we-built-our-software-engineering-career-framework"/>
    <id>/how-we-built-our-software-engineering-career-framework</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sourcegraph</name>
      <uri>https://about.sourcegraph.com/blog/software-engineer-career-ladder/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Individually, engineering managers and ICs cared about career growth but the conversation around growth was unclear and at times uneven. We didn’t have a common language and without a shared understanding of growth, misunderstanding and bias would eventually be inevitable.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 42 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Label persistent test data with deletion dates</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/label-persistent-test-data-with-deletion-dates"/>
    <id>/label-persistent-test-data-with-deletion-dates</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Ploeh.dk</name>
      <uri>https://blog.ploeh.dk/2021/12/27/label-persistent-test-data-with-deletion-dates/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>I run my tests against a staging environment. The entire purpose of the library is to create resources, so all successful tests leave behind new ‘things’ in that staging environment.
I’m not the only person who’s testing against that environment, so all sorts of test entries accumulate.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 49 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Let’s charm our teams with Charisma testing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/let-s-charm-our-teams-with-charisma-testing"/>
    <id>/let’s-charm-our-teams-with-charisma-testing</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Callum Akehurst-Ryan</name>
      <uri>https://callumakehurstryansblog.wordpress.com/2021/09/08/lets-charm-our-teams-with-charisma-testing/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Charisma Testing was initially proposed by Rikard Edgren in the Test Eye as a way to test whether a product has the it factor. The idea is that rather than testing to check for functionality or for negatives (bugs) you instead run sessions to explicitly call out the good in a product. By testing for the charisma of a product you can see how it will satisfy and delight its users and make suggestions for improvements to delightfulness</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Lighthouse meet GitHub Actions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/lighthouse-meet-github-actions"/>
    <id>/lighthouse-meet-github-actions</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Johnny Reilly</name>
      <uri>https://blog.johnnyreilly.com/2022/03/20/lighthouse-meet-github-actions</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Lighthouse is a tremendous tool for auditing the performance and usability of websites. Rather than having to perform these audits manually, it’s helpful to be able to plug it into your CI pipeline. This post illustrates how to integrate Lighthouse into a GitHub Actions workflow for an Azure Static Web App, and report findings directly in pull requests that are raised.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 63 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Making A Strong Case For Accessibility</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/making-a-strong-case-for-accessibility"/>
    <id>/making-a-strong-case-for-accessibility</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Smashing Magazine</name>
      <uri>https://www.smashingmagazine.com/2021/07/strong-case-for-accessibility/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Accessibility is often overlooked or bolted on to the end of a project from the experiences in Todd’s career in web development and design. The case for accessibility is something we as people who create and build things for the web should be implementing and advocating for from the inception of a project to the release or handoff and beyond.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 62 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Managing Direct Reports at a Startup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/managing-direct-reports-at-a-startup"/>
    <id>/managing-direct-reports-at-a-startup</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/direct-reports</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Effective leadership is important because it improves your team’s productivity and morale. It goes without saying that every workplace needs to invest in educating its leaders on the qualities and practices of effective leadership. However, this is rarely a reality, especially for startups with limited resources.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 48 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] OKRs and DevOps - From Micromanagement to Finding Flow</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/okrs-and-devops-from-micromanagement-misery-to-finding-flow-it-revolution"/>
    <id>/okrs-and-devops-from-micromanagement-misery-to-finding-flow---it-revolution</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting IT Revolution</name>
      <uri>https://itrevolution.com/okrs-from-micromanagement-misery-to-finding-flow/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The point of OKRs is that you have around three to five. And they have a self-only factor in how they cascade spread across the organization.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 28 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Step-up authentication with OAuth and OpenID</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/step-up-authentication-with-oauth-and-openid"/>
    <id>/step-up-authentication-with-oauth-and-openid</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Scott Brady</name>
      <uri>https://www.scottbrady91.com/oauth/step-up-authentication</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In this article, you’re going to learn what step-up authentication is and how you can use step-up authentication in a stateless way within your APIs using OAuth and client applications using OpenID Connect.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 35 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Those Get The App Banners</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/those-get-the-app-banners"/>
    <id>/those-get-the-app-banners</id>
    <updated>2022-05-02T00:00:00+00:00</updated>
    <published>2022-05-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting CSS Tricks</name>
      <uri>https://css-tricks.com/those-get-the-app-banners/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Sure would be nice to get to a point where companies didn’t really care which method you used, because it’s probably all built with one technology anyway and is fully capable of anything the device can do.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-02, with 39 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A new standard of testing for Technology in government</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-new-standard-of-testing-for-technology-in-government"/>
    <id>/a-new-standard-of-testing-for-technology-in-government</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Gov.uk</name>
      <uri>https://technology.blog.gov.uk/2021/10/08/a-new-standard-of-testing-for-gov-uk/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>What’s in a test? GOV.UK is an ecosystem of 70 applications and components, which are mostly written in Ruby on Rails. For each app, we have tests to make sure it works in isolation: unit, integration and UI tests - these test the behaviour of the app and rely on simulated communication with other apps and services visual regression tests - these run against rendered HTML to verify it appears as expected (most of our apps use components instead of raw HTML) runtime health checks - many of our apps have a way to give a live report of their internal status, such as connectivity to a database.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 110 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Email Routing Insights</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/email-routing-insights"/>
    <id>/email-routing-insights</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cloudflare</name>
      <uri>https://blog.cloudflare.com/email-routing-insights/</uri>
    </author>
    <content type="html"><![CDATA[<p>Big fan of Cloudflare, they continue to enhance features on the free tier.</p>

<blockquote>
  <p>On the Cloudflare Email Routing tab you’ll also see the Activity Log, where you can drill deeper into specific behaviors. These logs show you details about the email messages that reached one of the custom addresses you have configured on your Cloudflare zone</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 58 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] What startup leaders need to know about OKRs</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/here's-what-startup-leaders-need-to-know-about-okrs-sifted"/>
    <id>/here&apos;s-what-startup-leaders-need-to-know-about-okrs-|-sifted</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Sifted EU</name>
      <uri>https://sifted.eu/articles/startup-leaders-okrs/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The objectives in OKRs refer to the ‘what’: inspiring and ambitious yet realistic goals that are connected to delivering business value. For example, one of fintech N26’s objectives is to transform retail banking on a global scale, while the aim of retail company Zalando is to become the “starting point for fashion”.
The key results are the ‘hows’, or measurable milestones. Once these results are achieved in full, the objective has also been reached. You either deliver on a key result, or you don’t.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 86 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How GitHub does take home technical interviews</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-github-does-take-home-technical-interviews"/>
    <id>/how-github-does-take-home-technical-interviews</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-03-31-how-github-does-take-home-technical-interviews/</uri>
    </author>
    <content type="html"><![CDATA[<p>This looks pretty cool and something I’ll be sharing with my peers.</p>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 12 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Questions for the Team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/questions-for-the-team"/>
    <id>/questions-for-the-team</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Scrum.org</name>
      <uri>https://www.scrum.org/resources/blog/60-questions-new-scrum-master-take-them-team</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The questions focus on winning traits of high-performing, value-creating Scrum Teams. They range from the Definition of Done to technical excellence to product discovery to collaboratively creating an actionable Product Backlog.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 33 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Runbooks vs Playbooks - explaining the difference</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/runbooks-vs-playbooks-explaining-the-difference"/>
    <id>/runbooks-vs-playbooks-explaining-the-difference</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Shoreline</name>
      <uri>https://shoreline.io/blog/runbooks-vs-playbooks</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Runbooks are best defined as a tactical method of completing a task–the series of steps needed to complete some process for a known end-goal. Examples include “Restarting the web services on frontend servers” to “Deploying the newest build of staging application”.</p>
</blockquote>

<blockquote>
  <p>A playbook, on the other hand,is a little broader. It is the culmination of those tactical processes, creating a larger plan focused on strategic action. They are a checklist of formal steps and actions. This can be anything from “Upgrading fleet-wide OS images” to “Managing a production incident.” Playbooks contain actions that can be automated, but also actions that decisions that need to be made by a human.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 113 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Setting Up a Custom Domain for iCloud Email - MacStories</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/setting-up-a-custom-domain-for-icloud-email-macstories"/>
    <id>/setting-up-a-custom-domain-for-icloud-email---macstories</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Macstories</name>
      <uri>https://www.macstories.net/ios/setting-up-a-custom-domain-for-icloud-email/</uri>
    </author>
    <content type="html"><![CDATA[<p>This post published during the beta phase talks about rough edges and and I’ve tried setting this up. But the three address limit is the blocker for me. I use over 125 different addresses.</p>

<p>I could consolidate down I guess, but I shouldn’t need to. Plus aliasing or entire domain forwarding would be ideal. I can leave three addresses I can “send” from.</p>

<p>I’m currently using the open beta of cloudflare’s email routing saving £5 a month on google workspaces.</p>

<blockquote>
  <p>Rough edges are to be expected during a beta process, so I assume the public release of this feature will have a proper presence in iCloud settings on all Apple devices. But for now, if you don’t know how to start using a custom email address for iCloud, just wait until it shows up in Mail alongside your aliases.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 141 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Guide to Automating Runbook Execution</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-guide-to-automating-runbook-execution"/>
    <id>/the-guide-to-automating-runbook-execution</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Shoreline</name>
      <uri>https://shoreline.io/blog/the-guide-to-automating-runbook-execution</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Creating your runbooks is only the first step. Automating runbook execution to run based on an alarm, without human intervention, is the real goal.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 26 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Tips To Encourage Autonomy in Children</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tips-to-encourage-autonomy"/>
    <id>/tips-to-encourage-autonomy</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ol>
  <li>Let Children Make Choices.
“Are you in the mood for your gray trousers, or your red trousers?”</li>
  <li>Show Respect for a Child’s Struggle.
“A jar can be hard to open. Sometimes it helps if you tap the lid
with a spoon.”</li>
  <li>Don’t Ask Too Many Questions.
“Glad to see you. Welcome home.”</li>
  <li>Don’t Rush to Answer Questions.
“That’s an interesting question. what do you think?”</li>
  <li>Encourage Children to Use Sources Outside the Home.
“Maybe the pet shop owner would have a suggestion.”</li>
  <li>Don’t Take Away Hope.
“so you’re thinking of trying out for the play! that should be an experience”</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 102 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] What Is a High-Performing Agile Team?</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/what-is-a-high-performing-agile-team"/>
    <id>/what-is-a-high-performing-agile-team?</id>
    <updated>2022-05-01T00:00:00+00:00</updated>
    <published>2022-05-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Mike Cohn</name>
      <uri>https://www.mountaingoatsoftware.com/blog/what-is-a-high-performing-agile-team</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>team members engage in participative leadership, use minimal process, collaborate well, respect each other and their differences, trust one another, work with urgency and focus, manage conflict in a healthy manner, share a high sense of morale, and succeed or fail as a team</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-05-01, with 46 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Everything You Need to Know about Cyber Crisis Tabletop Exercises</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/everything-you-need-to-know-about-cyber-crisis-tabletop-exercises"/>
    <id>/everything-you-need-to-know-about-cyber-crisis-tabletop-exercises</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Tripwire</name>
      <uri>https://www.tripwire.com/state-of-security/security-data-protection/everything-you-need-to-know-about-cyber-crisis-tabletop-exercises/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>A cyber crisis tabletop exercise, also known as cyber incident response test, helps organizations to identify different risk scenarios and prepare them for cyber threats. It’s an activity to evaluate whether your organization’s incident response plan works effectively in the case of a cyber attack. Towards that end, it considers several simulated scenarios that could profoundly impact your business if they happened in reality.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 66 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Five Methods of Facilitation for Collaborative Meetings</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/five-methods-of-facilitation-for-collaborative-meetings"/>
    <id>/five-methods-of-facilitation-for-collaborative-meetings</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Build the Stage</name>
      <uri>https://www.buildthestage.com/five-methods-of-facilitation-i-use-for-collaborative-meetings/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Facilitating collaborative meetings is a critical skill for leaders. Great facilitators create engaging discussions that have high attendance and prevents boredom. Consistently achieving these goals as a facilitator takes time. Each discussion will put your decision making, time management, and leadership skills to the test.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 47 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Good News! IAM Is Near-Universal With SaaS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/good-news-iam-is-near-universal-with-saas"/>
    <id>/good-news-iam-is-near-universal-with-saas</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dark Reading</name>
      <uri>https://www.darkreading.com/tech-trends/good-news-iam-is-near-universal-with-saas</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>IAM only works for applications your IT department knows about, so watch for “shadow IT” programs installed or written by users that leave a security gap.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 28 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Migrating oidc-client-js to Authorization Code Flow + PKCE</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/migrating-oidc-client-js-to-use-the-openid-connect-authorization-code-flow-and-pkce"/>
    <id>/migrating-oidc-client-js-to-use-the-openid-connect-authorization-code-flow-and-pkce</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Scott Brady</name>
      <uri>https://www.scottbrady91.com/angular/migrating-oidc-client-js-to-use-the-openid-connect-authorization-code-flow-and-pkce</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>recommendation of abandoning the implicit flow in browser-based applications, e.g. Single Page Applications (SPAs), in favor of the authorization code flow with Proof-Key for Code Exchange (PKCE)</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 29 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Monoliths, Microservices and Multitenancy - Software Alchemy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/monoliths,-microservices-and-multitenancy-software-alchemy"/>
    <id>/monoliths,-microservices-and-multitenancy---software-alchemy</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://blog.jacobsdata.com/2020/02/03/monoliths-microservices-and-multitenancy</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This entry discusses some of the high-level concepts that are relevant to modern software architecture at a general level, namely monoliths vs. microservices, and multitenancy.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Shift Left Security</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/shift-left-security"/>
    <id>/shift-left-security</id>
    <updated>2022-04-30T00:00:00+00:00</updated>
    <published>2022-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Dark Reading</name>
      <uri>https://www.darkreading.com/edge-ask-the-experts/what-steps-do-i-take-to-shift-left-in-security</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>It’s much easier and cheaper to put them in place if we shift left. What does that mean for an organization? It means deploying these controls, the policies using as-code, and constructs like Terraform. In other words, think about, plan, and build these layered defenses when planning and building the app, and you’ll skip the scramble when your app becomes vulnerable for a time (i.e., when the next Log4j hits).</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-30, with 72 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Why Agile Story Sizes Should Target One Day Maximum</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Story-sizes-in-agile-development-should-be-as-close-to-one-day-as-possible"/>
    <id>/Story-sizes-in-agile-development-should-be-as-close-to-one-day-as-possible</id>
    <updated>2022-04-28T00:00:00+00:00</updated>
    <published>2022-04-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Paul Hammant</name>
      <uri>https://paulhammant.com/2012/04/24/call-to-arms-average-story-sizes-of-one-day/</uri>
    </author>
    <content type="html"><![CDATA[<p>I actually prefer half-day stories. It takes discipline, practice and a focus on refining and planning the work to be done.</p>

<p>Focus on thinking slow, but coding fast.</p>

<blockquote>
  <p>Story sizes should average as close to one day as possible. If they don’t your Agile project is going to be harder for nearly everyone involved. If your average is significantly greater than that one day, then change something until you get there. Change technologies if you have to, or split stories, or eliminate NFRs (or delay them).</p>

  <p>What if you average is significantly longer than that one-day mark? What if it is, say, 3 days with the increased risk to measured progress and team morale? Work out what is wrong, and change it, is the answer. Spoiler: You either have the wrong people, or the wrong technologies, or stories imperfect
for development to start, or poor development infra, or odious non-functional requirements.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-28, with 153 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] A Brief Intro to Clean Architecture, Clean DDD, and CQRS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-brief-intro-to-clean-architecture,-clean-ddd,-and-cqrs"/>
    <id>/a-brief-intro-to-clean-architecture,-clean-ddd,-and-cqrs-</id>
    <updated>2022-04-28T00:00:00+00:00</updated>
    <published>2022-04-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jacob Kaplan-Moss</name>
      <uri>https://blog.jacobsdata.com/2020/02/19/a-brief-intro-to-clean-architecture-clean-ddd-and-cqrs</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>a primer on Clean Architecture, which is a modern, scalable formal software architecture which is appropriate for modern web applications. Next, I discuss how Domain-Driven Design fits into this picture, and how DDD concepts dovetail nicely into Clean Architecture, producing a methodology called Clean DDD. Finally, I introduce Command Query Responsibility Segregation (CQRS), and describe how it complements and enhances Clean DDD solutions to create software systems that are elegant, robust, scalable, and testable.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-28, with 76 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] How to Handle Confidence and Competence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/How-to-Handle-Confidence-and-Competence"/>
    <id>/How-to-Handle-Confidence-and-Competence</id>
    <updated>2022-04-27T00:00:00+00:00</updated>
    <published>2022-04-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Let people go when they are both confident and competent. If they know what they’re doing then you can set goals and get out of the way.</p>

<p>Coach people when they are competent but lack confidence. If they’re good but they don’t know it then support them in finding the answers themselves.</p>

<p>Retrain people who are confident but not actually competent. If they think they’re good, but they’re actually not (lots of men here!), it’s time to take them back to re-learn the thing they’re doing.</p>

<p>Direct people who really don’t know what they’re doing. If they’re doing something new and unfamiliar it’s fine to step in and tell them how to do it.</p>

          <p><center>***</center></p>
          <p> // Published 2022-04-27, with 114 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Catchphrases in How to safely think in systems</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/catchphrases-in-how-to-safely-think-in-systems"/>
    <id>/catchphrases-in-how-to-safely-think-in-systems</id>
    <updated>2022-04-26T00:00:00+00:00</updated>
    <published>2022-04-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Will Larson (Lethain)</name>
      <uri>https://lethain.com/how-to-safely-think-in-systems/</uri>
    </author>
    <content type="html"><![CDATA[<p>Heating or eating, Brexit means Brexit, it’s a well known tactic for politicians too. Catchy names are very powerful and easy to remember even if the original underlying proposal gets miscontrued of manipulated.</p>

<blockquote>
  <p>The second most impactful book I’ve read is George Lakoff’s Don’t Think of an Elephant which lays out his theory of communication. Lakoff explores a fundamental organizational challenge: as you grow, it becomes increasingly difficult to communicate when you’re not in the room where a discussion happens. I once worked with a staff engineer who described their most significant contribution as giving initiatives catchy names and slogans to propel ideas further than any supporting data might.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-26, with 111 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Running My Business From an iPad</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/running-my-business-from-an-ipad"/>
    <id>/running-my-business-from-an-ipad</id>
    <updated>2022-04-25T00:00:00+00:00</updated>
    <published>2022-04-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Karl Hughes</name>
      <uri>https://www.karllhughes.com/posts/ipad-entrepreneur</uri>
    </author>
    <content type="html"><![CDATA[<p>Interesting view on using an iPad for work, I think I could be pretty close to this as Engineering Manager.  90% of my day is spent in Teams, Slack, GitHub, or in the browser.</p>

<blockquote>
  <p>There were very few things I couldn’t do on my iPad, even without a lot of preparation work. Some tasks were slower or more annoying, but even with the small keyboard and no mouse, I wasn’t noticeably worse at doing my day-to-day work.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-25, with 79 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Tests should build confidence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tests-should-build-confidence"/>
    <id>/tests-should-build-confidence</id>
    <updated>2022-04-25T00:00:00+00:00</updated>
    <published>2022-04-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Domk</name>
      <uri>https://domk.website/blog/2021-01-17-tests-should-build-confidence.html</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>In automated software testing, the default approach among developers is bottom up, and the aims are high coverage and working software.  This approach misunderstands the goal of testing and often fails to deliver on the goal of reliably shipping working software. The idea of the bottom up approach is that you use tests to show that individual parts are correct, that they integrate, and that your system is correct as a result. This approach leads to the typical test pyramid with many tests for small parts at the bottom (unit), fewer tests of larger parts in the middle (integration) and even fewer broad tests at the top (end-to-end). The tests at the bottom are small and quick and the tests at the top are broad and slow.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-25, with 129 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Dragon Age Induction Board</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/dragon-age-induction-board"/>
    <id>/dragon-age-induction-board</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Barnardo&apos;s</name>
      <uri>https://trello.com/b/8AEffW1t/dragon-age-induction-board</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>This is an example of an Induction Board structure as used by Barnardo’s Digital team.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 17 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] FINER criteria for asking good questions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/finer-criteria-for-asking-good-questions"/>
    <id>/finer-criteria-for-asking-good-questions</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting ResearchGate</name>
      <uri>https://www.researchgate.net/figure/Main-features-of-FINER-criteria-Feasibility-interest-novelty-ethics-and-relevance_tbl1_335068238</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Main features of FINER criteria (Feasibility, interest, novelty, ethics, and relevance) to formulate a good research question</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to be financially stable in 14 steps</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-be-financially-stable-in-14-steps"/>
    <id>/how-to-be-financially-stable-in-14-steps</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ol>
  <li>Invest in yourself first - it is a lot easier to increase your pay by adding skills and experience.  But don’t overwork find a good work/life balance.</li>
  <li>Pay yourself first and ensure you end up with a surplus each month (I.e put money aside for the future you first and then live for today/month) this might be difficult at first but your future self will thank you</li>
  <li>Build an emergency fund, should the worst happen you are covered from 3-12 months depending on your risk toleration</li>
  <li>Have and use debt. Borrow as little as possible but as much as needed. Always repay in full each month on any credit. Except for mortgages where it is better statistically to pay back the minimum.</li>
  <li>Invest in global index funds. Invest early and often and let compounding do its work. Do you research and don’t trust random internet people or your mates down the pub.</li>
  <li>Learn about interest rates, debt, compound interest, borrowing, tax brackets, and tax wrappers (ISA, SIPP, GIA)</li>
  <li>Experiment in small manageable chunks on anything else if you have that desire.</li>
  <li>Only buy on sale what you were going to buy anyway and dismiss almost everything as marketing where people are being paid to make you buy something. Resist. Wealth comes from your use of time, experiences, and not possessions. But don’t be so frugal as to not enjoy yourself</li>
  <li>Always shop around and look for vouchers, cash back, discounts and freebies.  Almost nothing is one fixed price</li>
  <li>Try to fix and recycle before buying new.  Almost everything depreciates in value the moment you purchase it.</li>
  <li>Avoid the con. If someone is selling you a course on how to get rich, they are getting rich from those courses and not from the methods they teach - otherwise why would they share their secrets and their time?</li>
  <li>The Government and the benefits system are there to support you so don’t be afraid to ask for help and to get what you are entitled too.</li>
  <li>Help others when and where you can</li>
  <li>Talk about finance with other people - the more common this becomes the better for everyone.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 358 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Organisation profiles leading the way</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/organisation-profiles-leading-the-way"/>
    <id>/organisation-profiles-leading-the-way</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/2022-04-20-organization-profiles-leading-the-way</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>If your organization has a private <code class="language-plaintext highlighter-rouge">.github-private</code> repository, the content of its <code class="language-plaintext highlighter-rouge">/profile/README.md</code> will be displayed on your organization’s Overview page for members only. Of course, members will still also be able to access the public facing version of the Overview page via a handy toggle on the sidebar, making both public and internal information accessible in an instant.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 65 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Security considerations for your startup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/security-considerations-for-your-startup"/>
    <id>/security-considerations-for-your-startup</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 1Password</name>
      <uri>https://blog.1password.com/small-talk-security-considerations/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Almost half of smaller businesses reported cybersecurity breaches or attacks over the last year, up from less than a third in the previous year. It’s an epidemic that forces 60 percent of affected businesses to close within 6 months.</p>
</blockquote>


          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 41 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Why checking an AC isn’t enough</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/why-checking-an-ac-isn-t-enough"/>
    <id>/why-checking-an-ac-isn’t-enough</id>
    <updated>2022-04-24T00:00:00+00:00</updated>
    <published>2022-04-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Callum Akehurst-Ryan</name>
      <uri>https://callumakehurstryansblog.wordpress.com/2021/08/25/why-checking-an-ac-isnt-enough/</uri>
    </author>
    <content type="html"><![CDATA[<p>Akehurst-Ryan is one of my favourite QAs, having attended a remote talk and following Callum’s blog and LinkedIn posts. Spot on with regards to Acceptance Criteria too.</p>

<blockquote>
  <p>We don’t explicitly call out everything we need to cover. This means we have a lot of implicit asks that an AC might have that we need to tease out through our testing.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-24, with 62 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] A Personal Growth Framework</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/a-personal-growth-framework"/>
    <id>/a-personal-growth-framework</id>
    <updated>2022-04-23T00:00:00+00:00</updated>
    <published>2022-04-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Aaron Randall</name>
      <uri>https://aaronrandall.com/blog/a-personal-growth-framework/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>What are you focussing on right now to progress in your career? Ultimately you own your professional development, and you have the ability to make a plan to grow and develop in your role. I want to introduce a Personal Growth Framework – a simple, one-page template you can use to identify areas to grow that are exciting and valuable for your career. It’s time to set some goals and invest in yourself!</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-23, with 75 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Adapting Accelerate to Development</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/accelerate-to-development"/>
    <id>/accelerate-to-development</id>
    <updated>2022-04-23T00:00:00+00:00</updated>
    <published>2022-04-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Allen Holub</name>
      <uri>https://holub.com/adapting-accelerate-to-development/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>The only problem with Accelerate (not really a problem), is that the book is DevOps focused, so let’s take a look at how you’d apply the four critical metrics to the Agile-development part of the equation.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-23, with 38 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] 97 Things Every Engineering Manager Should Know</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/97-things-every-engineering-manager-should-know"/>
    <id>/97-things-every-engineering-manager-should-know</id>
    <updated>2022-04-22T00:00:00+00:00</updated>
    <published>2022-04-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Camille Fournier</name>
      <uri>https://amzn.eu/iuYJEFJ</uri>
    </author>
    <content type="html"><![CDATA[<p>From 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts by Camille Fournier</p>

<blockquote>
  <p>Finally, I always ask my reports to keep track of the work they’ve done to date. It should include the project, relevant tasks, timeline, and impact to the team/ organization/ company. The purpose of this document is three-fold: Brains are squishy and often forget details big and small. If it’s written down and shared, it’s less likely that key elements of a promotion packet will be forgotten. You can’t guarantee that you will always be their manager, and having a document that can stay with the individual engineer means that onboarding a new manager will be easier than having to start from scratch. (This is especially helpful in fast-growing companies, where an individual contributor might go through more than three or four managers in a single year!) Finally, there’s no guarantee that an employee will stay at a company for their entire careers (and is increasingly uncommon to do so). As such, an accomplishments document will be helpful when filling out resumes and helping the individual get their next position, regardless of what company they head to next.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2022-04-22, with 196 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Highway Maintenance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/highway-maintenance"/>
    <id>/highway-maintenance</id>
    <updated>2022-03-17T00:00:00+00:00</updated>
    <published>2022-03-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>In many ways, engineering is not unlike driving on a motorway.</p>

<p>Yes, I know it’s a geeky analogy, but it’s one worth making.</p>

<p>See, to run a successful engineering team, it can be useful to step back and imagine individual contributors as cars on a motorway, as part of a circuit. There are usually lots of different vehicles, and they all move at variable speeds, both individually and as a convoy.</p>

<p>Here at Seccl, we hire and develop Associate Engineers, Software Engineers, QA Engineers, Senior Engineers, Engineering Managers, Heads of Engineering and more.</p>

<p>Now, I’m not comparing our engineers to cars, but it’s fair to say they all perform differently and have varying engine capabilities, gears, brakes and components. (Okay, maybe I am comparing our engineers to cars.)</p>

<p>But looking at our engineering culture through a “motorway maintenance” lens can be helpful in terms of simplifying a complex working system.</p>

<p>Let’s look at why…</p>

<h3 id="if-you-build-it-they-will-come">If you build it, they will come</h3>

<p>Before you can put any cars on the road, you have to build your motorway. And it’s the responsibility of the entire group to ensure the road is suitable for the journey.</p>

<p>This means providing the road signs, rails and hard shoulder (think strategy, vision and goals if you’re taking this analogy literally). The Tarmac also needs to be smooth to ensure cars have low rolling resistance and can complete their journey efficiently.</p>

<p>Just like it’s important to build pit stops on the motorway, people need regular check-ins to ensure they have what they need and to evaluate the rest of the journey. In this example, management is the service station. We provide clear entry and exit ramps and want to support an engineer’s whole journey, while ensuring the system continues to run effectively and imposing a speed limit.</p>

<h3 id="youve-got-to-know-when-to-switch-lanes">You’ve got to know when to switch lanes</h3>

<p>Whether you’ve driven before or not, you’ll know that there are multiple lanes on the motorway, and in this example, the journey travels in a clockwise loop.</p>

<p>This tracks in engineering culture, too. Our Associate Engineers drive in lane one. It takes them a little longer to complete the circuit as they are learning the rules of the road and gaining confidence. Luckily, their lane is closer to the service stations, so they can pause regularly to check in.</p>

<p>In lane two, we have the regular Engineers. They are usually a little savvier on the road, but still need to spend some time in lane one from time to time – although they have slightly more confidence than Associate Engineers, and bigger engines. They navigate the road ahead well and will seek opportunities to move into lane three.</p>

<p>Lane three is where the Senior Engineers drive. They are very experienced on these roads, so they sometimes slow down to let a driver from lane two overtake and lead the convoy. Our senior engineers still need to visit the service station and check in regularly to ensure their vehicles are working at their best, like fine-tuning a well-oiled machine.</p>

<h3 id="situational-awareness-is-crucial">Situational awareness is crucial</h3>

<p>As long as everybody works together from their different lanes, and communicates well, the cars will move forward smoothly and ensure an optimal journey for everyone.</p>

<p>However, if you have too many cars on the road, or a car from lane one tries to swing straight to lane three without warning and causes an accident, the overall journey will be held up. This is where situational awareness is vital – you need to be aware of what your fellow drivers are doing (as well as what you’re doing) and mind those potholes!</p>

<p>So, the general guidelines are the same for drivers as they are for engineers: stay in your lane until you’re ready to venture across, work as a team with others on the road, and take regular pitstops.</p>

<p>Oh, and don’t fall asleep at the wheel.</p>

          <p><center>***</center></p>
          <p> // Published 2022-03-17, with 650 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] New year, new career</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/new-year-new-career"/>
    <id>/new-year-new-career</id>
    <updated>2022-01-28T00:00:00+00:00</updated>
    <published>2022-01-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><em>Even if you don’t believe in New Year’s Resolutions, the start of the year is a great time to reflect on your career and make goals for the months ahead.</em></p>

<p>Whether you’re in an existing tech role and you’re looking for something new, or you want to change career entirely, being interviewed can be nerve-wracking. If it’s been a while since you were in the job market, you might be feeling a bit rusty.</p>

<p>Luckily, I’ve interviewed hundreds of candidates in my time as a hiring manager, so I can help you brush up on some tips.</p>

<p>Here’s some advice on how to get hired in tech…</p>

<h3 id="test-your-kit">Test your kit</h3>

<p>Just like you would take care to arrive to a physical interview on time, you want to make sure you’ve got all your tech set up if you’re going to be interviewing virtually.</p>

<p>Give yourself plenty of time before the interview starts, check which platform you’ll be using (Teams/Zoom etc.), and make sure your camera and microphone are working OK. You’ll also want to find a place with limited background noise and good lighting.</p>

<p>Of course, tech problems can and do occur – we know this, so don’t worry too much if something goes wrong. However, having to deal with a camera or microphone issue can take away from your time with us and set you off feeling nervous or flustered, so it’s best to avoid tech mishaps if possible.</p>

<h3 id="leave-your-pain-at-the-door-or-the-virtual-lobby">Leave your pain at the door (or the virtual lobby!)</h3>

<p>It’s not uncommon for interviewers to ask about your previous roles and how you ended up where you are now. It’s OK to share that you’re looking for something better suited to your skills or values, but it’s not a good idea to air your dirty laundry or disclose any tension you had with employers in the past.</p>

<p>It’s not an exaggeration to say that plenty of the meetings I’ve had with candidates over the years were more like therapy sessions than interviews. In one extreme example, a candidate spent so long explaining why they were desperate to leave their current work environment that they ran out of time to talk about their skills or suitability for the job.</p>

<p>We’re a lovely team here at Seccl, and we get that some work cultures can be nasty and toxic, and we’re totally sympathetic to that. Just keep in mind what you’re here to do – which is sell yourself!</p>

<h3 id="use-the-star-method">Use the STAR method</h3>

<p>We love to hear about how you work, your principles, how you collaborate with others, but we don’t want to get generic answers we’ve heard multiple times that day already.</p>

<p>Instead, be specific. When answering your interviewer’s questions, make sure you refer to situations where you’ve demonstrated the skill or quality you’re talking about. The STAR method is a useful tool to bear in mind…</p>

<p>S – what was the situation? Where and when did it take place?
T – what were your tasks? What goal were you hoping to achieve?
A – what actions did you take to meet that goal?
R – what was the result?</p>

<h3 id="brevity-beats-biography">Brevity beats biography</h3>

<p>We want to know about you – after all, we’re hiring a person, not a cog in a machine. However, when it comes to crafting your CV and selling yourself in an interview, the advice is the same: keep it short and sweet.</p>

<p>When it comes to your CV, hiring managers just don’t have the time to read five pages, so make sure you keep it as brief as possible (1-2 pages max) and tailor it to the role you’re applying for. You can format your work experience into a table to save space and make it easier to read. If you’re listing jobs from over five years ago, it’s a good idea to cut it down to one line so hiring managers can get the gist.</p>

<p>During the interview, relax and be yourself – we want to see who you are and how you might fit with our time. Just make sure to be led by the questions and try not to spend too long on any particular answer.</p>

<h3 id="come-with-questions">Come with questions</h3>

<p>Remember: this is an interview for the employer as much as it’s an interview for you. You want to make sure your potential workplace is going to be a good fit for your professional skills and personality, and that the role is right for you.</p>

<p>Before the interview, list five questions you want to ask the interviewer. You might want to know about the company culture, team structure, or what the average working day looks like. There’s nothing worse than an awkward silence at the end of an interview, so make sure you have some questions of your own.</p>

<h3 id="practice-and-prepare">Practice and prepare</h3>

<p>Giving a good interview is a skill in its own right, so the more you practice, the better you’ll get at it. Even if you think the company isn’t quite right for you, or you’re happy in your current role, getting as many interviews as possible gives you a chance to reflect on your career so far and practice your technique. What’s the worst that can happen? Even if it’s a bad interview, you’ll come away with knowledge (and maybe even some advice from the interviewer) on how to do it better next time.</p>

<p>When it comes to the interview itself, you can’t prepare too much. Think about the kinds of questions you might ask if you were hiring for the role and plan some answers. Here are five questions commonly asked in tech interviews to get you started:</p>

<ul>
  <li>What are you most proud of technically?</li>
  <li>What is the most complex thing you’ve worked on?</li>
  <li>What is the thing that excites you most about the role?</li>
  <li>Where have you had to influence others from a technical perspective?</li>
  <li>What was one thing you found incredibly difficult and what did you do to progress?</li>
</ul>

<h3 id="deliver-with-confidence">Deliver with confidence</h3>

<p>Even if you’re interviewing virtually, it’s important to maintain eye contact and a strong, professional posture whether you’re speaking or listening. Try to remain energetic, as this will help interviewers get excited about you!</p>

<p>Interviews for technical roles can be fairly long, so the most important thing is that you’re comfortable – whether that means standing, sitting or however you feel most confident.</p>

<h3 id="dont-have-the-answer-to-a-question-no-worries">Don’t have the answer to a question? No worries</h3>

<p>Many people worry about not being able to answer a question in an interview, but this really isn’t the end of the world – and it happens more than you might think.</p>

<p>A good tip here is to ask the hiring manager to repeat or rephrase the question, or simply ask them to explain more. You can then take a few seconds to acknowledge what they’ve said and reflect on it, or use it as an opportunity to ask more questions.</p>

<p>When we interview candidates at Seccl, we’re not looking for someone who knows all the answers – we’re looking for people with inquisitive minds who want to find and solve problems.</p>

<h3 id="vulnerability-equals-strength--so-be-honest">Vulnerability equals strength – so be honest</h3>

<p>Honesty is a valuable skill in high-performing teams, and it’s something we actively look for when hiring new engineers. We know it shows strength to be vulnerable, and we’d always want to know if you struggle with any aspect of your role or don’t meet a certain criterion of the job spec.</p>

<p>So don’t try to wing it! Instead, be honest about your strengths and weaknesses, show a desire to learn and be passionate about your role and domain and you’re off to a winning start.</p>

<p>Skills can be learned – but we’re looking for the right character and mindset. In other words, we want to interview humans, not machines.</p>

          <p><center>***</center></p>
          <p> // Published 2022-01-28, with 1305 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Vegan Cheesecake</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/vegan-cheesecake"/>
    <id>/vegan-cheesecake</id>
    <updated>2022-01-03T00:00:00+00:00</updated>
    <published>2022-01-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>150g Finger biscuits - crushed</li>
  <li>45g Dairy free spread - melted</li>
  <li>200g Dairy free chocolate - any variety</li>
  <li>2.5 tablespoons cornflour</li>
  <li>500g plain soya yoghurt</li>
  <li>45g soft brown sugar (leave out if using “milk” of white chocolate as contains enough sugar!)</li>
  <li>1 piece of stem ginger (or more, to taste)</li>
  <li>2 tablespoon of stem ginger syrup</li>
</ul>

<h2 id="method">Method</h2>

<h3 id="base">Base</h3>

<ol>
  <li>Heat oven to 190c Gas Mark 5</li>
  <li>mix crushed biscuits + melted spread together</li>
  <li>spread into 18cm cake tin (lined with foil)</li>
  <li>Bake for 20 minutes, leave to cool</li>
</ol>

<h3 id="filling">Filling</h3>

<ol>
  <li>Melt chocolate</li>
  <li>Whisk cornflour into 2 tablespoons of water then add to yoghurt</li>
  <li>Add sugar, melted chocolate and syrup - mix well</li>
</ol>

<h3 id="finalising">Finalising</h3>

<ol>
  <li>reduce oven to 160c Gas Mark 3</li>
  <li>Pour mixture over base and back for 35/40 minutes - Centre may still be wobbly but firms when cold</li>
  <li>Decorate with Raspberries and cream to taste.</li>
</ol>

          <p><center>***</center></p>
          <p> // Published 2022-01-03, with 156 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Cursed</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9907782"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Cursed (2021)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9907782/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Spiral</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10342730"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Spiral (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10342730/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Army of the Dead</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0993840"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Army of the Dead (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT0993840/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Oxygen</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6341832"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Oxygen (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6341832/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Devil Below</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7646322"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Devil Below (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7646322/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Major Grom: Plague Doctor</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7601480"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Major Grom: Plague Doctor (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7601480/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] Blood Red Sky</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6402468"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Blood Red Sky (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6402468/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Sweet Girl</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10731768"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Sweet Girl (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10731768/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] I Am All Girls</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9013182"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>I Am All Girls (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9013182/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Hitman&apos;s Apprentice</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT16225640"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Hitman's Apprentice (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT16225640/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Kate</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7737528"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Kate (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7737528/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Guilty</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9421570"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Guilty (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9421570/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Night Teeth</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10763820"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Night Teeth (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10763820/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Army of Thieves</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13024674"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Army of Thieves (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13024674/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Red Notice</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7991608"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Red Notice (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7991608/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Don&apos;t Look Up</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11286314"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Don't Look Up (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11286314/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Mother/Android</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13029044"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Mother/Android (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13029044/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Werewolves Within</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9288692"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Werewolves Within (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9288692/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Last Man Down</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT12335692"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Last Man Down (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT12335692/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Nightride</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT15298578"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Nightride (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT15298578/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Furioza</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10515864"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Furioza (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10515864/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Captain Nova</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT14915608"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Captain Nova (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT14915608/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Unholy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9419056"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Unholy (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9419056/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Nobody</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7888964"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Nobody (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7888964/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] In the Earth</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13429362"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>In the Earth (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13429362/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] F9: The Fast Saga</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5433138"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>F9: The Fast Saga (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5433138/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Mako</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11493006"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Mako (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11493006/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Infinite</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6654210"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Infinite (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6654210/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Conjuring: The Devil Made Me Do It</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7069210"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Conjuring: The Devil Made Me Do It (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7069210/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Mortal Kombat</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0293429"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Mortal Kombat (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT0293429/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Suicide Squad</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6334354"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Suicide Squad (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6334354/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Ice Road</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3758814"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Ice Road (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3758814/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Dangerous</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3876910"/>
    <id></id>
    <updated>2022-01-01T00:00:00+00:00</updated>
    <published>2022-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Dangerous (2021)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2022-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3876910/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Typescript For Pythonistas</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/typescript-for-pythonistas"/>
    <id>/typescript-for-pythonistas</id>
    <updated>2021-12-20T00:00:00+00:00</updated>
    <published>2021-12-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Allison Kaptur, writing for Medium</p>

<p><a href="https://medium.com/@Pilot-EPD-Blog/typescript-for-pythonistas-f90bbb297f0a">TypeScript for Pythonistas</a></p>

          <p><center>***</center></p>
          <p> // Published 2021-12-20, with 9 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Bank Switch Dance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bank-switch-bonus-dance"/>
    <id>/bank-switch-bonus-dance</id>
    <updated>2021-11-25T22:00:00+00:00</updated>
    <published>2021-11-25T22:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Banks are offering switching bonuses at the moment and it’s a good time of year to pocket some extra cash so I decided to play the bank dance game. Here’s what happened:</p>

<ol>
  <li>Opened a Revolut account thinking it would be quickest to switch to some of the old school banks. Pain free ✅ Oops Revolut are not part of the CASS. So that’s a bust. ❌</li>
  <li>Tried to switch Revolut to First Direct (HSBC) for £125. Before knowing the CASS thing, FD ranks highly for customer service but having to create half a dozen pass phrases - heaven forbid your daughters middle name or your favourite city is less than 6 characters though, only bank to do a ‘hard’ credit search too. Shocking. ❌</li>
  <li>Switched FD to Halifax - went through like a dream, account credited a day after switch complete, easy enough for £125. ✅
I have had a Halifax account in the past so cannot register for internet banking with my existing email address. Went to bank to try and change this, on their advice. They close at 3pm everyday now (I should have checked). No good for me or anybody with a typical 9-5 job. ❌</li>
  <li>Opened a Monzo account - very fast. Very nice. Quick as you like, lovely UI. ✅</li>
  <li>Opened Nationwide account. Slow, bit messy, UI is poor. But outcome achieved ✅</li>
  <li>Then used Monzo to switch (£100, or £125 if you are an existing customer at Nationwide so step 5 was important). Money arrived 3 days after the switch. ✅</li>
  <li>Tried to transfer the funds to my actual bank but this fails for some ‘technical problem’ both in their app and website ❌ received a physical key generator - plastic wasteful. ❌</li>
  <li>Some banks needed 2 direct debits to switch, so I opened a PayPal account and set this up and got a £5 bonus for this. And used another online payment tool tied to a side hustle. ✅</li>
  <li>During these steps I saw the news from Amazon about switching from Visa credit cards and secured £20 voucher for adding a new debit card as a Prime customer.</li>
</ol>

<p>About 2 hours ‘work’ all in spread over a few days, including around 30 minutes going to a physical branch. £275 in credit although not yet secured in my existing bank.</p>

<p>So what did I learn. Banks are rubbish. Very little UI/UX built in and faux security questions that add little value. Loads of paperwork in the post, including two very similar letters about my switch with one bullet point difference 💩❌ faff of multiple passcodes and passphrases and physical key generators for proving it’s me trying to di an action that errors anyway, not great for the environment 👎❌</p>

<p>Challenger banks are great. Easy to register, strong security, good UX and UI. Quick, clear. So easy they’d be the default choice to switch from. But one I would definitely go back to in the future.</p>

<p>I kept my existing bank (Starling) out of this, as like Monzo it just works, was easy to register, to use, has strong security and is ace and I didn’t want to lose that.</p>

<p>So thanks for your free money old banks, but I’ll stick with my challenger bank thanks. 😍🤑</p>

          <p><center>***</center></p>
          <p> // Published 2021-11-25, with 544 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Onboarding expectations by CircleCI</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/onboarding-expectations"/>
    <id>/onboarding-expectations</id>
    <updated>2021-05-07T14:40:00+00:00</updated>
    <published>2021-05-07T14:40:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://docs.google.com/document/d/1sQ8R3Zjkg-kskj4kcOEUQ7H6sYwttsWWpVRr3-j6UnI/edit#heading=h.oqdzhbaodl3m">source</a></p>

          <p><center>***</center></p>
          <p> // Published 2021-05-07, with 2 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Onboarding checklist by CircleCI</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/onboarding-checklist"/>
    <id>/onboarding-checklist</id>
    <updated>2021-05-07T14:37:00+00:00</updated>
    <published>2021-05-07T14:37:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://docs.google.com/document/d/1yWyz-ozkWje5GSayVkBmt1Kh_bDmaHkN5YC7lORfnKk/edit#heading=h.im2wbalndt81">Source</a></p>

          <p><center>***</center></p>
          <p> // Published 2021-05-07, with 2 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Runbooks and Playbooks</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/runblooks-playbooks"/>
    <id>/runblooks-playbooks</id>
    <updated>2021-05-07T13:00:00+00:00</updated>
    <published>2021-05-07T13:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Having read The Checklist Manifesto by Atul Gawande, I’ve been a big fan of checklists. Back as a dev in a high performing, we had some very manual but repetitive tasks, by creating checklists we were able to reduce errors/bugs.</p>

<p>It seems like these were in fact runbooks, and I’ve heard a lot about playbooks.</p>

<p>This article explains the differences and provides a good example.</p>

<p>Runbooks are best defined as a tactical method of completing a task–the series of steps needed to complete some process for a known end-goal.</p>

<p>A playbook, on the other hand, is a little broader. It is the culmination of those tactical processes, creating a larger plan focused on strategic action. They are a checklist of formal steps and actions.</p>

<p><a href="https://shoreline.io/runbooks-vs-playbooks/">source</a></p>

          <p><center>***</center></p>
          <p> // Published 2021-05-07, with 126 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Tip of the Day - Development and Productivity Insights</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/tip-of-the-day"/>
    <id>/tip-of-the-day</id>
    <updated>2021-04-30T00:00:00+00:00</updated>
    <published>2021-04-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Some of the best advice you can get is not from “experts,” it’s from people who are just one or two steps ahead of you in the process. They’ll remember the pain and frustration of what you’re going through and the details around what helped them through it.</p>

          <p><center>***</center></p>
          <p> // Published 2021-04-30, with 48 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Honest Thief</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1838556"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Honest Thief (2020)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1838556/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Run Hide Fight</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11456054"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Run Hide Fight (2020)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11456054/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Horse Girl</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11388406"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Horse Girl (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11388406/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Old Guard</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7556122"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Old Guard (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7556122/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Inheritance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7923220"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Inheritance (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7923220/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Trial of the Chicago 7</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1070874"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Trial of the Chicago 7 (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1070874/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Ghosts of War</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6508228"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Ghosts of War (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6508228/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Ava</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8784956"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Ava (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8784956/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The 2nd</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11697484"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The 2nd (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11697484/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lost Bullet</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10456740"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lost Bullet (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10456740/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Hard Kill</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11656172"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Hard Kill (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11656172/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Black Water: Abyss</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7978672"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Black Water: Abyss (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7978672/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Sputnik</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT11905962"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Sputnik (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT11905962/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Skylines</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9387250"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Skylines (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9387250/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Jiu Jitsu</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9624766"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Jiu Jitsu (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9624766/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Worth</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8009744"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Worth (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8009744/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Bloodshot</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1634106"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Bloodshot (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1634106/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Surge</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9305634"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Surge (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9305634/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Bad Boys for Life</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1502397"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Bad Boys for Life (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1502397/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Body Cam</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8179024"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Body Cam (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8179024/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Last Thing He Wanted</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7456312"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Last Thing He Wanted (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7456312/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Silencing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7149730"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Silencing (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7149730/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Archive</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6882604"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Archive (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6882604/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Legacy of Lies</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6834916"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Legacy of Lies (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6834916/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Cut Throat City</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3547306"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Cut Throat City (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3547306/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Villain</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9820352"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Villain (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9820352/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Ten Dollar Death Trip</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT13019594"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Ten Dollar Death Trip (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT13019594/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Monster Hunter</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6475714"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Monster Hunter (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6475714/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Stranger</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9698480"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Stranger (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9698480/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Becky</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10314450"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Becky (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10314450/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Haunting of Margam Castle</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10648146"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Haunting of Margam Castle (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10648146/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Tenet</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6723592"/>
    <id></id>
    <updated>2021-01-01T00:00:00+00:00</updated>
    <published>2021-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Tenet (2020)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2021-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6723592/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] YouTube video workflow</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/youtube-video-workflow"/>
    <id>/youtube-video-workflow</id>
    <updated>2020-12-22T00:00:00+00:00</updated>
    <published>2020-12-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Create cover thumbnail - adjust text</li>
  <li>Copy videos from <em>Insta360 Go</em> to photos</li>
  <li>Open iMovie video template and delete all clips accept intro and outro</li>
  <li>Upload/add new videos</li>
  <li>Set volume to mute</li>
  <li>Set clips at 1.5 speed</li>
  <li>Split first clip and add text to bottom left ‘standard’</li>
  <li>Save as video</li>
  <li>Upload to YouTube as private titles as today’s date</li>
  <li>Add thumbnail</li>
  <li>Copy Draft App description and tags and then save</li>
  <li>Publish</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2020-12-22, with 73 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] GitHub removes non-essential cookies</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/github-no-cookies"/>
    <id>/github-no-cookies</id>
    <updated>2020-12-18T00:00:00+00:00</updated>
    <published>2020-12-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting GitHub</name>
      <uri>https://github.blog/news-insights/company-news/no-cookie-for-you/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>At GitHub, we want to protect developer privacy, and we find cookie banners quite irritating, so we decided to look for a solution. After a brief search, we found one: just don’t use any non-essential cookies. Pretty simple, really. 🤔 So, we have removed all non-essential cookies from GitHub, and visiting our website does not send any information to third-party analytics services.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2020-12-18, with 64 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://join.monzo.com/c/tr0bxrb7">Monzo Bank - Join and get up to £50</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Everyday health rules</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/everyday-health-rules"/>
    <id>/everyday-health-rules</id>
    <updated>2020-12-17T00:00:00+00:00</updated>
    <published>2020-12-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ol>
  <li>Rise early and go to bed early</li>
  <li>Eat good, nourishing food</li>
  <li>Drink plenty of clean, fresh water</li>
  <li>Take plenty of outdoor exercise, especially in winter, living outside as much as possible</li>
  <li>Keep the lungs active by taking long breaths</li>
  <li>Training yourself to be a skilful engineer of your body engine.</li>
</ol>

<p>Inspired by a Reddit post of a book from the 1900s</p>

          <p><center>***</center></p>
          <p> // Published 2020-12-17, with 63 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Stupid Taxes - Time and Status Drains on Life Goals</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/stupid-taxes"/>
    <id>/stupid-taxes</id>
    <updated>2020-12-16T00:00:00+00:00</updated>
    <published>2020-12-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ol>
  <li>Anything that doesn’t help you towards your goals is a tax on your time (e.g fictional TV)</li>
  <li>Branded items are a tax on status, self-esteem, and not a tax on quality</li>
  <li>Renewals on subscriptions or direct debits (energy, insurance etc.) are a tax on laziness - shop around</li>
  <li>The lottery is tax for those unable to do maths</li>
  <li>Full price items are a tax on laziness - use price comparison, discount or cash back sites</li>
  <li>Late nights and long days at work are a tax on your recovery, performance, and wellbeing.</li>
  <li>Unnecessary possessions are a tax on time, space, and money - only buy what you need and can afford</li>
  <li>Credit (debt) - is a tax on your financial freedom</li>
</ol>

<p>Inspired by a YouTube video</p>

          <p><center>***</center></p>
          <p> // Published 2020-12-16, with 127 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Uptime monitor and status page powered by GitHub Actions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/upptime-monitor"/>
    <id>/upptime-monitor</id>
    <updated>2020-11-25T00:00:00+00:00</updated>
    <published>2020-11-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://upptime.js.org">An uptime monitor and status page powered by GitHub Actions</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-11-25, with 11 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Saving json file using GitHub actions and curl</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/saving-json-github-action"/>
    <id>/saving-json-github-action</id>
    <updated>2020-11-12T00:00:00+00:00</updated>
    <published>2020-11-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Previously I had been using a python script and import the requests package to access a public json file and saving it to my repo, however there is a simpler way using curl built right in to the github action.</p>

<p>I have found this to be more reliable overall - the previous method would some times leave malformed json and break future activities.</p>

<p>As you can see below, this can be triggered manually in the actions tab on github <code class="language-plaintext highlighter-rouge">workflow_dispatch</code> does that, plus also its scheduled as a cron task every 15 minutes.</p>

<p>The job runs on ubuntu, uses curl and saves it out to the output_file.json</p>

<div class="language-yaml highlighter-rouge"><div class="highlight"><pre class="highlight"><code><span class="na">name</span><span class="pi">:</span> <span class="s">Scheduled Build</span>
<span class="na">on</span><span class="pi">:</span>
  <span class="na">workflow_dispatch</span><span class="pi">:</span>
  <span class="na">schedule</span><span class="pi">:</span>
    <span class="pi">-</span> <span class="na">cron</span><span class="pi">:</span>  <span class="s1">'</span><span class="s">*/15</span><span class="nv"> </span><span class="s">*</span><span class="nv"> </span><span class="s">*</span><span class="nv"> </span><span class="s">*</span><span class="nv"> </span><span class="s">*'</span>

<span class="na">jobs</span><span class="pi">:</span>
  <span class="na">build</span><span class="pi">:</span>
    <span class="na">runs-on</span><span class="pi">:</span> <span class="s">ubuntu-latest</span>
    <span class="na">steps</span><span class="pi">:</span>
    <span class="pi">-</span> <span class="na">name</span><span class="pi">:</span> <span class="s">Check out repo</span>
      <span class="na">uses</span><span class="pi">:</span> <span class="s">actions/checkout@v2</span>
      <span class="na">with</span><span class="pi">:</span>
        <span class="na">fetch-depth</span><span class="pi">:</span> <span class="m">0</span>
    <span class="pi">-</span> <span class="na">name</span><span class="pi">:</span> <span class="s">Download Feed</span>
      <span class="na">run</span><span class="pi">:</span> <span class="pi">|-</span>
        <span class="s">curl "[url]" | jq . &gt; output_file.json</span>
    <span class="pi">-</span> <span class="na">name</span><span class="pi">:</span> <span class="s">Commit and push changes</span>
      <span class="na">run</span><span class="pi">:</span> <span class="pi">|-</span>
        <span class="s">git diff</span>
        <span class="s">git config user.name "Automated"</span>
        <span class="s">git config user.email "---"</span>
        <span class="s">git diff --quiet || (git add -A &amp;&amp; git commit -m "Updated with latest")</span>
        <span class="s">git push</span>
</code></pre></div></div>

<p>At the moment, on public repos, there appears to be no cost involved in doing this, but do be mindful of GitHub’s costs and respect the source’s API restrictions - for example the environment agency’s open beta API suggests requests at every 15 minutes would suffice as that is how frequent the underlying data is update, running this every  minute would just be wasteful and offer little value.</p>

<p>The last part of the yaml file does a git diff and sets some user config (this basically can be anything) and then does a commit.</p>

<p>This is ideal for those that want to do some git-scraping and monitor and track public APIs for changes.</p>

          <p><center>***</center></p>
          <p> // Published 2020-11-12, with 365 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Regular expressions tool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/regular-expression-tool"/>
    <id>/regular-expression-tool</id>
    <updated>2020-10-11T00:00:00+00:00</updated>
    <published>2020-10-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A tool for regular expressions and text manipulation e.g adding a space after commas in list of data items</p>

<p><a href="https://regex101.com">Regex101</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-10-11, with 21 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] List sorting tool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sort-my-list-tool"/>
    <id>/sort-my-list-tool</id>
    <updated>2020-10-11T00:00:00+00:00</updated>
    <published>2020-10-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A tool for sorting, reversing lists of data</p>

<p><a href="https://sortmylist.com">Sort my list</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-10-11, with 12 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Rolling average online generator tool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rolling-average-generator-online-tool"/>
    <id>/rolling-average-generator-online-tool</id>
    <updated>2020-10-04T23:00:00+00:00</updated>
    <published>2020-10-04T23:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://goodcalculators.com/simple-moving-average-calculator/">Rolling average online generator tool</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-10-04, with 6 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Reverse lines online tool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/reverse-list-online-tool"/>
    <id>/reverse-list-online-tool</id>
    <updated>2020-10-04T22:30:00+00:00</updated>
    <published>2020-10-04T22:30:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://www.browserling.com/tools/reverse-lines">Reverse lines online tool</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-10-04, with 5 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Line Graph Generator online tool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/line-graph-generator-online-tool"/>
    <id>/line-graph-generator-online-tool</id>
    <updated>2020-10-04T22:00:00+00:00</updated>
    <published>2020-10-04T22:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><a href="https://www.rapidtables.com/tools/line-graph.html">Line Graph Generator</a></p>

          <p><center>***</center></p>
          <p> // Published 2020-10-04, with 4 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Learning Classes in Python</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/classes-in-python"/>
    <id>/classes-in-python</id>
    <updated>2020-09-05T21:00:00+00:00</updated>
    <published>2020-09-05T21:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I am currently learning python having used a few scripts in some Github Actions to automated some processes using the free serverless compute offered by GitHub.</p>

<p>Having got a few scripts up and running I now want to progress a little more and learn some OOP.</p>

<p>so lets create a class and call it <code class="language-plaintext highlighter-rouge">Polygon</code> [see line 3] to instantiate the class we need to use a double under notation (known as dunder).
Lets give our shapes some attributes: size, length etc. [see line 4] Note the use of self as the first item in the brackets.</p>

<p>In the below snippet we have assigned variables and done some geometry.</p>

<p>Next we will create a method called <code class="language-plaintext highlighter-rouge">draw</code> [see line 13]</p>

<p>Note the use of turtle here, which is a package, that can be used for drawing items. At the top of the file we’ll include the package</p>

<p>And thats our class, before we get in to running some code to actually draw our shapes, lets make the <code class="language-plaintext highlighter-rouge">Polygon</code> class a super class and inherit it from a specific shape <code class="language-plaintext highlighter-rouge">Square</code></p>

<p>Notice the polygon in brackets and the use of <code class="language-plaintext highlighter-rouge">super()</code> which essentially says initiate the parent class [see line 24]. We pass in the <code class="language-plaintext highlighter-rouge">4</code> and the name <code class="language-plaintext highlighter-rouge">square</code> the rest of the values are the default values from within the super class.</p>

<p>We add to the <code class="language-plaintext highlighter-rouge">square</code> class [see line 28] another method to draw, which inherits from the super class too, this could be altered in the future, without impacting other shapes.</p>

<p>So to draw a polygon and a square we can use the following snippet</p>

<script src="https://gist.github.com/Mat-0/60265fed4f9a6fbe77ee7315df9d92b5.js"></script>

<p>The <code class="language-plaintext highlighter-rouge">turtle.done()</code> call on line 38 keeps the drawn item on screen like how <code class="language-plaintext highlighter-rouge">console.read()</code> would do the same in C#.</p>

<p>Square doesn’t need any attributes passed in so works just fine with the defaults in its class and the parent class.</p>

<p>Shape, is given 6 sides and named hexagon and has an override of the default colour.</p>

<p>That is Python Classes in a square shaped nutshell</p>

          <p><center>***</center></p>
          <p> // Published 2020-09-05, with 357 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] From PHP to Python and GitHub Actions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/php-to-python-with-GitHub-actions"/>
    <id>/php-to-python-with-GitHub-actions</id>
    <updated>2020-09-05T17:00:00+00:00</updated>
    <published>2020-09-05T17:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Some time ago for a bit of fun I had created Horo Football - a twitter account that auto-tweeted (via a php script and cron job) some randomly generated horoscopes from a football context.</p>

<p>Having dabbled with a bit of python recently, I decided to rewrite this in python.</p>

<script src="https://gist.github.com/Mat-0/891bc8cff9235edb3479776eb706fa38.js"></script>

<p>becomes</p>

<script src="https://gist.github.com/Mat-0/01a0143f6f61c52b5523647205e44ebd.js"></script>

<p>I am amazed at how concise python is, having switched from a 200 line php file with a few methods coded in different classes so around 250 all in, to around 180 in python, but with processing (excluding the arrays of data) to around 25 lines.</p>

<p>The outputs were published via a GitHub action to a README.md file in the repository.</p>

<script src="https://gist.github.com/Mat-0/314fc390936e862bc4c264e1e1cc57d0.js"></script>

<p>As you can see from the action it is essentially a set of key-value pairs in yaml. Installing Python and any dependencies in a serverless environment - managed by GitHub, the Python script updates the <code class="language-plaintext highlighter-rouge">README</code> file and this action commits it.</p>

<p><code class="language-plaintext highlighter-rouge">workflow_dispatch</code> means it can be run manually, <code class="language-plaintext highlighter-rouge">schedule</code> takes a cron expression. It can also be triggered on a <code class="language-plaintext highlighter-rouge">push</code> or <code class="language-plaintext highlighter-rouge">pull request</code>.</p>

<p>GitHub actions are stored in your repository in a <code class="language-plaintext highlighter-rouge">.github/workflows</code> folder and thats it.</p>

          <p><center>***</center></p>
          <p> // Published 2020-09-05, with 208 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] How to create a custom GitHub issues template</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/how-to-create-a-custom-issue-template-in-github"/>
    <id>/how-to-create-a-custom-issue-template-in-github</id>
    <updated>2020-08-28T00:00:00+00:00</updated>
    <published>2020-08-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Having recently created and updated the new <a href="https://github.com/Mat-0">ReadMe template homepage</a> on GitHub, I posed a question on what I should be looking at next.</p>

<p>Then I paused for a moment and thought about how someone might want to communicate with me. Being on GitHub creating a <a href="https://github.com/Mat-0/Mat-0/issues/new/choose">new issue</a> would make sense, So I created a link to <a href="https://github.com/Mat-0/Mat-0/issues/new/choose">the issues page</a>. However I would want these items kept separate from other issues related to code/bugs i.e. genuine issues.</p>

<p>GitHub allows you to create custom templates and they get stored in <code class="language-plaintext highlighter-rouge">ISSUE_TEMPLATE</code> folder stored in a <code class="language-plaintext highlighter-rouge">.GitHub</code> folder in <a href="https://github.com/Mat-0/Mat-0/tree/main/.github/ISSUE_TEMPLATE">your repository</a>.</p>

<p>Creating a new template is as easy as clicking the <em>add new file</em> button and providing some markdown</p>

<script src="https://gist.github.com/Mat-0/2bcfc2a4db0427f802585c047602bc95.js"></script>

<p>You can automatically assign issues to a user, and give it a label <code class="language-plaintext highlighter-rouge">Next</code> in my example, pretty neat huh.</p>

<p>As the <code class="language-plaintext highlighter-rouge">.GitHub</code> folder and contents are stored in the repository they benefit from source control, so you can edit them in your IDE of choice, commit, create pull requests and all that good stuff.</p>

          <p><center>***</center></p>
          <p> // Published 2020-08-28, with 186 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] New Beginnings - Head of Software Development Journey</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/new-beginnings"/>
    <id>/new-beginnings</id>
    <updated>2020-08-26T00:00:00+00:00</updated>
    <published>2020-08-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Last time I posted on this blog I had just run 1000 miles and completed my challenge. I ended the year on just over 1200 miles and raised well over £1000 for the charity.</p>

<p>I have since applied for and taken a new role in my company as head of software development, I have been incredibly busy doing this and dealing with family life, that the blog has just frozen in time.</p>

<p>I have been working on my GitHub repositories recently and found a way to include my latest blog posts on my <a href="https://github.com/Mat-0">profile readme</a> and so this is largely a post to check that it works!</p>

          <p><center>***</center></p>
          <p> // Published 2020-08-26, with 108 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Happy Death Day 2U</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8155288"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Happy Death Day 2U (2019)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8155288/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] Eli</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5294518"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Eli (2019)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5294518/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] Inside Man: Most Wanted</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7832848"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Inside Man: Most Wanted (2019)</h3>
      <p><strong>Rated:</strong> 6/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7832848/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Godzilla: King of the Monsters</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3741700"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Godzilla: King of the Monsters (2019)</h3>
      <p><strong>Rated:</strong> 4/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3741700/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Angel Has Fallen</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6189022"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Angel Has Fallen (2019)</h3>
      <p><strong>Rated:</strong> 5/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6189022/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] IO</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT3256226"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>IO (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT3256226/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Triple Frontier</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1488606"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Triple Frontier (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1488606/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Silence</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7315484"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Silence (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7315484/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] ReMastered: Devil at the Crossroads</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9046574"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>ReMastered: Devil at the Crossroads (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9046574/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The King</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7984766"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The King (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7984766/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Once Upon a Time in London</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT4444956"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Once Upon a Time in London (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT4444956/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Code 8</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6259380"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Code 8 (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6259380/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Fittest in Dubai</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10613550"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Fittest in Dubai (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10613550/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Avengement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8836988"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Avengement (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8836988/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Rogue Warfare</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5266668"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Rogue Warfare (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5266668/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Mosul</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9252468"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Mosul (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9252468/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Miss Bala</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5941692"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Miss Bala (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5941692/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Brightburn</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7752126"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Brightburn (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7752126/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://github.com/sponsors/thechelsuk">Sponsor thechelsuk on GitHub</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Men in Black: International</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT2283336"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Men in Black: International (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT2283336/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Crawl</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8364368"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Crawl (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8364368/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Proxima</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7374926"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Proxima (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7374926/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Don&apos;t Let Go</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6803212"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Don't Let Go (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6803212/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Villains</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6378710"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Villains (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6378710/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Soul Reaper</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9677100"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Soul Reaper (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9677100/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://i.smarty.co.uk/CSj6iK">Smarty - Choose a gift card up to £20 when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Pentagram</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7711764"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Pentagram (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7711764/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Robert the Bruce</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8000908"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Robert the Bruce (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8000908/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Black and Blue</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7390646"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Black and Blue (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7390646/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Gemini Man</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT1025100"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Gemini Man (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT1025100/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Shazam!</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT0448115"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Shazam! (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT0448115/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://tech.referrals.octopus.energy/ulLGI6SC">Octopus EV - £25 Visa card when you install a charger.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Countdown</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT10039344"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Countdown (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT10039344/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://youfibre.com">YouFibre - Up to £100 when taking a broadband plan with code 5QGYSF</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Kill Team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6196936"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Kill Team (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6196936/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/tomoz/id6748755747">Tomoz - Plan for tomorrow, today on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Spider in the Web</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7942736"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Spider in the Web (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7942736/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/uk/app/engman/id6747295473">EngMan - Get the Engineering Manager Coach Cards App on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Joker</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7286456"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Joker (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7286456/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://cybaa.io/?ref=thechelsuk">Cybaa - Monitor your domains for security issues and get real time alerts.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] The Good Liar</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5563334"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Good Liar (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5563334/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://thechelsuk.redbubble.com">Support thechelsuk with Merch from Redbubble</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Lying and Stealing</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT7558302"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Lying and Stealing (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT7558302/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Synchronic</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT9016974"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Synchronic (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT9016974/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/mltply/id6747147316">Mltply - Chat-style maths practice for kids on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Cold Pursuit</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5719748"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Cold Pursuit (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5719748/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Glass</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6823368"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Glass (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6823368/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/shortkeys/id6755919256">ShortKeys - Multi-line text replacement on iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[film] Haunt</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT6535880"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Haunt (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT6535880/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[film] 6 Underground</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT8106534"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>6 Underground (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT8106534/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[film] The Kitchen</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5822564"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>The Kitchen (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5822564/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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<entry>
    <title type="text">[film] Official Secrets</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/films#TT5431890"/>
    <id></id>
    <updated>2020-01-01T00:00:00+00:00</updated>
    <published>2020-01-01T00:00:00+00:00</published>
    <category term="post" label="Post"/>
    <content type="html"><![CDATA[
      <h3>Official Secrets (2019)</h3>
      <p><strong>Rated:</strong> 3/10</p>
      <p><strong>Added:</strong> 2020-01-01</p>
      <p><a href="https://www.imdb.com/title/TT5431890/" target="_blank">View on IMDb →</a></p>
      <p><center>***</center></p>
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<entry>
    <title type="text">[post] Week 43 - Recovery Runs and Stroud Half Marathon Signup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-43"/>
    <id>/week-43</id>
    <updated>2019-10-26T00:00:00+00:00</updated>
    <published>2019-10-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday, was a later than planned return from the south, so I opted to skip the club run, instead clocking 3.7 miles recovery on Tuesday morning. Tuesday night I signed up for stroud half for the sunday.</p>

<p>Thursday I had an off site all day meeting, so chose to walk there and run commute the 1.8 miles back - again nice and easy.</p>

<p>Saturday was park run but again going nice and easy</p>

<p>Sunday was race day (third in a row) doing the Stroud Half, although I had planned to run with a friend and aim for 2:00:00 so would be running pretty easy compared to the previous races, We ran pretty well and felt comfortable for 11 or so miles then had to dig in to get over the line. We finished together at 1:50:20 so outside a PB by under 2 minutes. The course was very nice, and the biggest hill wasn’t too bad as it was long and steady, the narrow course, next to passing traffic was unusual for me, and made overtaking in these areas hard.</p>

<p>Perhaps on another day we could have made up the 2 or more minutes needed to get a better time.</p>

<p>I have now completed my challenge however, finishing the week with a total of 1006 miles for the year.</p>

<ul>
  <li>3.7 miles - easy recovery run</li>
  <li>1.8 miles - easy commute</li>
  <li>3.4 miles - park run and warm up</li>
  <li>13.8 miles - Stroud half plus warm up</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-10-26, with 248 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 42 - Recovery Run and Training Progress</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-42"/>
    <id>/week-42</id>
    <updated>2019-10-20T00:00:00+00:00</updated>
    <published>2019-10-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday was an easy 4 miles with warm and cool down as a recovery from Sunday’s run in Birmingham.</p>

<p>Saturday, having already travelled to Portsmouth for a long weekend, was Portsmouth Lakeside parkrun - a bit rushed getting there in the morning with family and no real time to warm up and cool down - I ran freely and comfortable, but in hindsight 25 minutes was a little fast and a ‘tempo’ effort.</p>

<p>Sunday was race day - the Great South Run - A ten mile course around Portsmouth. The route was lovely, 20,000 runners, and a whole bunch of supporters made it quite noisy. The sun was shining too and the wind was still - both unusual for this autumnal race. I finished in 1:20:22 - a bit slower than my goal of 1:20:00 but perhaps doing a bit too much at parkrun the day before hampered my efforts, or indeed the Birmingham race the weekend before, I struggled with the last few miles and really struggled to find my pace and lock in on that and my splits show a gradual decline. That said I really enjoyed the trip, time with family and the run itself. I’ve run 3 of the Great Run series now and this by far was the most well organised, best medal, best t-shirt, and best supported event.</p>

<ul>
  <li>5.5 miles - easy club run</li>
  <li>3.1 miles - park run</li>
  <li>10 miles - Great South Run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-10-20, with 243 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 41 - Long Run Day and Club Training Combination</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-41"/>
    <id>/week-41</id>
    <updated>2019-10-13T00:00:00+00:00</updated>
    <published>2019-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Picking up from last week, Monday became long run day, But without wanting to skip the club run I left early to run 5 miles before joining the club to complete 4 further miles. Including a cool down I totalled 9.6 miles for the day.</p>

<p>Friday I was off work ahead of my trip to Birmingham so did a 2.3 mile shakeout run.</p>

<p>Saturday I setup at parkrun and ran an easy 26 minutes. totally 3.8 miles for the day.</p>

<p>Sunday was race day - the Great Birmingham Run - The half marathon was cut short at the last moment for security reasons. We were told in the starting pen that it would be a mile short, but in reality it was 2 miles short. I crossed the line having run 11.07 miles. It was disappointing as I ran freely and well for 11 miles and felt in good shape and on pace for a half marathon PB. Achieving 1:27:15 for 11 miles, would suggest a finish time of 1:44:55 if I took my slowest mile (which had a big hill) as my pace for the two missing miles (which were both flat). If I were able to continue at my average pace of the entire run I would have finished in 1:43:21.</p>

<ul>
  <li>9.6 miles - long run</li>
  <li>2.3 miles - easy</li>
  <li>3.8 miles - easy park run and warm up</li>
  <li>11.1 miles - Great Birmingham Run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-10-13, with 239 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 40 - Injury Recovery and RICE Protocol Rest</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-40"/>
    <id>/week-40</id>
    <updated>2019-10-06T00:00:00+00:00</updated>
    <published>2019-10-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>After picking up an injury during the Cheltenham half, I took most of the week off and did lots of RICE.</p>

<p>Some new shoes arrived on Thursday, and feeling better I did a short loop of 1.3 miles in the heavy rain to see how the quad was holding up.</p>

<p>Saturday was a friend’s 100th parkrun and having already committed to volunteering at my local I ran to and from the other parkrun so clocked 8.7 miles on the day.</p>

<p>Sunday was my mum’s birthday so we met up for some family time and clocked 3 walking miles. But this meant no long run - with my intention to pick this up on Monday.</p>

<ul>
  <li>1.3 miles - easy run</li>
  <li>8.7 miles - park run and warm up and down</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-10-06, with 131 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 39 - Late Season Training and Race Preparation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-39"/>
    <id>/week-39</id>
    <updated>2019-09-29T00:00:00+00:00</updated>
    <published>2019-09-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday, we ran in the rain for 4 miles on the club run moving on to a winter course.</p>

<p>Saturday, I ran to and set up parkrun and then ran a 25 minute parkrun, totally 5 miles for the day</p>

<p>Sunday was the Cheltenham Half, clocking in 15.5 miles in total including a warmup. The race didn’t go to plan, having pulled a quad muscle
around mile 9. I struggled to get round and finished at 1:55. So still somewhat better than my first attempt, but well short of my PB (1:48) and my goal (1:45)</p>

<p>I have now clocked 927 miles for the year and need to rest and recover for Birmingham in a couple of weeks time.</p>

<ul>
  <li>5.4 miles - easy club run</li>
  <li>5 miles - park run and warm up and down</li>
  <li>15.5 miles - warmup and half marathon</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-09-29, with 144 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 38 - Autumn Training Season and Performance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-38"/>
    <id>/week-38</id>
    <updated>2019-09-22T00:00:00+00:00</updated>
    <published>2019-09-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday, I was joined by a friend on the club run, so opted for the shorter 6 mile route - but put in some effort aiming for 8:30 pacing.</p>

<p>Wednesday at the club’s speed session we did 6 minutes of fartlek (30 seconds at 10km, 30 seconds 5km and 30 seconds rest)
followed by 8x 3 minutes at 5km pace. All my efforts under 7 minute / mile pace.</p>

<p>Saturday I volunteered at parkrun, setting up and running 4.9 miles overall, although my watch failed to record my entire parkrun effort (22:11 - a new course PB)
I have opted to add a manual entry to make up the shortfall.</p>

<p>Sunday the usual long run day, I opted for 3 miles easy, 1 mile steady, 3 miles at goal pace and 1 mile recovery for 8 overall.</p>

<p>Ticking over to 900 miles now. with 3 months still to go.</p>

<p>It’s half marathon time next sunday, so will reduce volume as I taper in preparation.</p>

<ul>
  <li>7.0 miles - easy club run</li>
  <li>6.5 miles - speedwork</li>
  <li>4.9 miles - park run and warm up and down</li>
  <li>8.0 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-09-22, with 191 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 37 - Easy Eight Mile Club Run and Warm-up</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-37"/>
    <id>/week-37</id>
    <updated>2019-09-15T00:00:00+00:00</updated>
    <published>2019-09-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday was the 8 mile club run, ran very easy and with a little warmup.</p>

<p>Wednesday was the club’s 5km time trial. I didn’t race this as legs were still feeling heavy after last week’s efforts but I did aim for tempo pace and still managed to finish 30 seconds faster than last time. Still someway short of my 5km PB though.</p>

<p>Saturday as an unusual day, I ran home from games night at a friends house at 1:30 in the morning, then after 5 hours sleep ran to parkrun to setup, the wife then picked me up and took me to another parkrun near home to run there, as it was the inaugural event I then did a little cool down.</p>

<p>Sunday was a easy long run of 10.3 miles at Zone 2 heart rate, I spent 15 seconds in Z3 after a little hill. Felt pretty good afterwards.</p>

<p>I’m now on 875 miles for the year according to Strava. With the half marathon a fortnight away I should be hitting around 920 miles by the end of the month.</p>

<ul>
  <li>8.6 miles - easy club run</li>
  <li>4.7 miles - 5km time trial</li>
  <li>7.1 miles - park run and warm up and down</li>
  <li>10.3 miles - easy long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-09-15, with 211 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 36 - Advanced Training and Marathon Preparation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-36"/>
    <id>/week-36</id>
    <updated>2019-09-08T00:00:00+00:00</updated>
    <published>2019-09-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Getting back to feeling good, I recorded my highest ever weekly mileage clocking a total 38 miles this week.</p>

<p>Monday was the club run - taking a slightly different route back to base we were able to clock in just over 8 miles rather than just under. It was mostly at an easy pace around 9 minute miles, with warm up and cool down I logged 9.4 miles overall.</p>

<p>Tuesday I had a sports massage booked with Penton’s Performance Therapy (well recommended) so ran 2.4 miles to get there. Nice and easy.</p>

<p>Wednesday was the club speed session, working on 6x 3 minutes at 5km pace and 2x 5 minutes at 5km pace - using the straights of the square course for speedplay all with 90 seconds walking recovery. All of my intervals were closer to 5km pace than last time - all around 6:50-7:20 minutes per mile.</p>

<p>Saturday is parkrun day so ran 1.5 miles there, did another mile setting up the course (but could have been more, had I switched the Garmin on) 3.1 miles park running at tempo effort and almost negative splitting at 23:06. The cooldown was 1.4 miles totalling 7 miles for the day.</p>

<p>Sunday was an a fast finish long run at 12 miles - Beginning around 9 minute miles I progressed the mid-part of the run to 8.20-8:30 range and the clocked 8:00 for the last two miles.  I was working on fuelling strategy too taking on a Science in Sport Citrus Gel with Caffeine.
I was buzzing for the rest of the day as a non-coffee drinker, I don’t consume much or any caffeine.</p>

<ul>
  <li>9.4 miles - easy club run</li>
  <li>2.4 miles - easy commute</li>
  <li>7.1 miles - speedwork</li>
  <li>7.0 miles - park run and warm up and down</li>
  <li>12.0 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-09-08, with 304 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 35 - Recovery Week and Light Training Schedule</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-35"/>
    <id>/week-35</id>
    <updated>2019-09-01T00:00:00+00:00</updated>
    <published>2019-09-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>After picking up a cold or the flu during the week and celebrating my daughter’s third birthday my overall mileage for week was low. Totalling 6.5 miles. Friday I ran to and from work to play some poker (and won). Sunday I did a little 4 mile progression run from easy in to tempo</p>

<ul>
  <li>2.4 miles - easy</li>
  <li>4.1 miles - progression.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-09-01, with 64 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 34 - Peak Training and Endurance Optimization</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-34"/>
    <id>/week-34</id>
    <updated>2019-08-25T00:00:00+00:00</updated>
    <published>2019-08-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Week 34 and week 5 of my half marathon training plan as I recorded my highest ever weekly mileage clocking a total 35.5 miles.</p>

<p>Monday was the club run, mostly at an easy pace around 9 minute miles, with warm up and cool down I logged 9.3 miles overall.</p>

<p>Wednesday was the club speed session, working on 6x 3 minutes at 10km pace and 6x 90 seconds all with 90 seconds walking recovery.
All of my intervals were much faster than 5km pace however, I have some work to do on controlling effort.</p>

<p>Thursday was 3.6 miles recovery run - but with a bit of progression. from easy to steady.</p>

<p>Saturday is parkrun day so ran 1.7 miles there, 3.1 miles park running easy at 23:40ish and 0.6 mile cool down totalling 5.4 miles for the day. I also volunteered last minute to help with the tear down so clocked another mile or so walking with the tail-walker.</p>

<p>I have volunteered 10 times now (which was my goal at the start of the year), with another 3 booked in for September.</p>

<p>Sunday was an easier long run for covering 9.2 miles - including a few walking breaks and popping into the garage for a water. Felt too hot and felt like I was coming down with a cold/bug. Really struggled with the run today.</p>

<ul>
  <li>9.3 miles - easy club run</li>
  <li>7.8 miles - speedwork</li>
  <li>3.6 miles - recovery run</li>
  <li>5.4 miles - park run and warm up and down</li>
  <li>9.2 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-08-25, with 256 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Week 33 - Late Summer Training and Race Preparation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-33"/>
    <id>/week-33</id>
    <updated>2019-08-18T00:00:00+00:00</updated>
    <published>2019-08-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A slightly lower mileage week due to some family commitments and a drop week in the half marathon plan.</p>

<p>Monday was the club run, with half marathon season upon us, some of the members wanted to up the 6 miles to 8, but with warm up I totalled 8.6 miles. Mostly at an easy pace around 9 minute miles, but that was a bit faster than I had hoped given the 10.7 miles the day before.</p>

<p>Friday I was booked in to see a physiotherapist and got my legs seen to, especially my knees. felt fresh after.</p>

<p>Saturday I was volunteering to set up parkrun, so ran 1.5 miles there, 3.1 miles park running at an effort pace (22:11 - my second fastest recorded) and 1.6 mile cool down totalling 6.2 miles for the day.</p>

<p>Sunday was an easier long run for covering 8.2 miles - including a recovery before dropping the hammer on 1km recovering, before jogging home.</p>

<ul>
  <li>8.6 miles - club run</li>
  <li>6.2 miles - park run and warm up and down</li>
  <li>8.2 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-08-18, with 181 words.</p>
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<entry>
    <title type="text">[post] Week 32 - August Training and Performance Tracking</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-32"/>
    <id>/week-32</id>
    <updated>2019-08-11T00:00:00+00:00</updated>
    <published>2019-08-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A higher mileage week again as I clock up the mileage for the 2 half marathons and 10 miler coming up.</p>

<p>Monday was the club run at 6 miles but with a warm up and cool down I clocked 7.8 miles. 8:49 per mile - doing the course in reverse.</p>

<p>Wednesday was the speedwork session at the club</p>

<ul>
  <li>2 lap warm up and some drills</li>
  <li>1,2,3,4 minutes pyramid from 11500m to 10km pace with 90 seconds recovery</li>
  <li>3 minute recovery</li>
  <li>4,3,2,1 minutes pyramid from 10km to 1500m pace with 90 seconds recovery</li>
  <li>6 minutes with 6x 30 second surges at 800m pace, for variable length and active recovery between.</li>
  <li>2 lap cool down</li>
</ul>

<p>Friday I popped our for a little 2 mile easy run in the morning, plus did a bit of swimming in the spa.</p>

<p>Sunday was a 95 minute long run with 3 miles easy, then 7.7 miles at a better effort (still slower than my target half marathon pace.</p>

<ul>
  <li>7.8 miles - club run</li>
  <li>6.6 miles - speedwork</li>
  <li>2.0 miles - easy</li>
  <li>10.7 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-08-11, with 184 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 31 - High Mileage Training and Endurance Focus</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-31"/>
    <id>/week-31</id>
    <updated>2019-08-04T00:00:00+00:00</updated>
    <published>2019-08-04T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A high mileage week again.</p>

<p>Monday was the club run 10km, but with warm up it totalled 7.2 miles. Mostly at an easy to very easy pace, with walking breaks for the newest member who was stepping up from 4 miles.</p>

<p>On Wednesday we were back at the CLC sports centre for the speedwork session.</p>

<ul>
  <li>2x 6 minutes @ 10km pace with 3 minutes walking recovery</li>
  <li>4x 3 minutes @ 5km pace with 1.5 minutes walking recovery</li>
  <li>4x 1 minutes @ 1 mile pace with 1 minute walking recovery</li>
</ul>

<p>and a cool down. This work out took me to 698 miles for the end of July.</p>

<p>Saturday I was volunteering to set up parkrun, so ran 1.5 miles there, 3.1 miles park running at an effort pace (23:18).</p>

<p>Sunday was a nice and easy long run for 100 minutes - focusing very much on the time rather than distance, clocking in 10.3 miles.</p>

<ul>
  <li>7.2 miles - easy club run</li>
  <li>6.7 miles - progressive run</li>
  <li>4.5 miles - park run and warm up and down</li>
  <li>10.3 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-08-04, with 183 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Week 30 - Mid-Season Peak Training and Development</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-30"/>
    <id>/week-30</id>
    <updated>2019-07-28T00:00:00+00:00</updated>
    <published>2019-07-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A higher mileage week now that the half marathon training block has begun on top of really enjoying the CLC Striders club sessions.</p>

<p>Monday was the club run 10km, but with warmup it totalled 6.9 miles. Mostly at an easy to very easy pace.</p>

<p>Tuesday was a little progressive 5km late in the evening, as it turns out I didn’t have much on. (3.1  miles)</p>

<p>On Wednesday we were back at the CLC sports centre for the speedwork session.</p>

<ul>
  <li>5 minutes @ HM pace with 90 seconds static recovery</li>
  <li>4 minutes @ 10km pace with 90 seconds static recovery</li>
  <li>3 minutes @ 5km pace with 90 seconds static recovery</li>
  <li>2 minutes @ 1 mile pace with 60 seconds static recovery</li>
  <li>1 minute @ 800m pace</li>
</ul>

<p>I ignored the static recovery and choose to walk instead, I find the stop/start quite hard on the legs.</p>

<p>The next part of the session after a good couple of minutes break as an 8 minute fartlek between 10km, 5km and 3km pace switches.</p>

<p>Saturday I was volunteering to set up parkrun, so ran 2 miles there, 3.1 miles parkrunning at an easy pace (24:26) and 2.8 miles recovery/cool down</p>

<p>Sunday was a nice and easy long run for 90 minutes - focusing very much on the time rather than distance, clocking in 9 miles.</p>

<ul>
  <li>6.9 miles - easy club run</li>
  <li>3.1 miles - progressive run</li>
  <li>4.8 miles - Speedwork</li>
  <li>7.8 miles - park run and warm up and down</li>
  <li>9.0 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-07-28, with 254 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Week 29 - Club Run and Cross Country Training</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-29"/>
    <id>/week-29</id>
    <updated>2019-07-21T00:00:00+00:00</updated>
    <published>2019-07-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Back to the monday runs this week, joining the striders for a club run of 6.3 miles and 0.7 miles warm up. nice and easy on a cross country and hilly route.</p>

<p>Wednesday was the speed session, which involved:</p>

<ul>
  <li>4x 4 minutes @ 10km pace, 1 minute active recovery</li>
  <li>4x 2 minutes @ 1 mile pace, 1 minute active recovery</li>
  <li>4x 1 minute @ 800 metre pace with 30 seconds recovery</li>
</ul>

<p>I ended up clocking around 6 minute miling for the quicker sessions working really hard.</p>

<p>Saturday I ran to and did parkrun for a total of 4.8 miles.</p>

<p>Next week I begin half marathon training for Cheltenham.</p>

<ul>
  <li>7.0 miles - easy club run</li>
  <li>6.4 miles - workout</li>
  <li>4.8 miles - warmup and parkrun</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-07-21, with 128 words.</p>
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<entry>
    <title type="text">[post] Week 28 - CLC Striders Speed Session and Training</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-28"/>
    <id>/week-28</id>
    <updated>2019-07-14T00:00:00+00:00</updated>
    <published>2019-07-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>On Wednesday I was again at the CLC Striders speed session which included:</p>

<ul>
  <li>2 lap warm up and drills</li>
  <li>Indian running</li>
  <li>4x 2.5 mins @ 10km pace 90 sec rec.</li>
  <li>4x 75 sec @ 5km pace 60 sec rec.</li>
</ul>

<p>Saturday I ran to and from parkrun and clocked a time of 23:36 on my 77th parkrun.</p>

<p>Again another reduced mileage week as I take a well earned rest ahead of ramping up for half marathon training.</p>

<ul>
  <li>5.1 miles - workout</li>
  <li>6.1 miles - warmup, cooldown and parkrun</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-07-14, with 91 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 27 - Summer Training and Endurance Development</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-27"/>
    <id>/week-27</id>
    <updated>2019-07-07T00:00:00+00:00</updated>
    <published>2019-07-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>On Wednesday I was again at the CLC Striders speed session which, after a small warmup, was a pyramid of 1 min at 1 mile pace, 2 minutes at 3k pace, 3 minutes at 5km with half the time as recovery in between
after two rounds a 5 minute break and then repeat. I cut short the session after the 3rd set, with Leamington Half on my mind.</p>

<p>Sunday I did 13.1 miles in the Leamington Half, I ran the first 8 miles at tempo pace and felt ok, despite being full of cold and not sleeping at all the night before
I chose to do a tactical walk up a big couple of hills around mile 9 and 10. and then took it easy to get back to the finish. The Half was unusual in that it started at 8:30 am a bit earlier than I have normally seen
It was a smart decision as it got hot, very hot towards the last 5 miles or so.</p>

<p>At half way I was on for 1:50 pace and could have pushed for a PB if I was feeling good, but in my mind from the outset I was aiming to come in under
2 hours and I scrapped in at 1:59:26 officially, although my garmin said 1:58 - I’m guessing chip time.</p>

<p>Now i’ve got a couple of down weeks, before Cheltenham Half training plan kicks off on the 21st July.</p>

<ul>
  <li>4.2 miles - workout</li>
  <li>13.1 miles - race</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-07-07, with 251 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Week 26 - Consistent Training and Distance Building</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-26"/>
    <id>/week-26</id>
    <updated>2019-06-30T00:00:00+00:00</updated>
    <published>2019-06-30T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Tuesday 5 mile run to start the week, having taken monday off after a long day at work and the 11.3 mile long run the day before
Run was made up of 3 easy miles and a push into tempo for the remaining 2, although I had to stop a few times
due to phone issues.</p>

<p>Wednesday was the CLC Striders 5km time trial, replacing the usual speed session. I struggled with this one, but finished
in 24:28, far from my 5km PB but I did hit around 10 segment PBs on the route.</p>

<p>Saturday was a run to parkrun, parkrun, in which i concentrated on steady equal pacing and got 3 tempo miles around 8:11 pace
I then had a chat with Nick for 20 minutes before then running on todo just under another 3 miles.</p>

<p>Sunday I did 7.9 miles easy, ahead of the half marathon next week. Its time to taper.</p>

<p>I am now half way through the year, having clocked in 601 miles. So well ahead of pace to complete the 1000 miles.</p>

<ul>
  <li>5 miles 3 easy, 2 tempo</li>
  <li>5.9 miles - 3.1 time trial with warmup and cool down</li>
  <li>7.3 miles - 3.1 parkrun, warmup and cool down</li>
  <li>7.9 miles - easy</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-06-30, with 209 words.</p>
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<entry>
    <title type="text">[post] Week 25 - Summer Training Peak and Endurance Focus</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-25"/>
    <id>/week-25</id>
    <updated>2019-06-23T00:00:00+00:00</updated>
    <published>2019-06-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday 6.2 miles (10km) along what was the old Striders run route. I was a bit late to the group so tried the route anyway and didn’t see anybody.</p>

<p>Wednesday as Striders speedwork session covering 5.2 miles overall</p>

<p>Thursday was an easy run commute home covering 1.2 miles</p>

<p>Saturday I ran to parkrun did parkrun and picked up my free parcel from the Co-op there and walked to the supermarket
on the way home totally 4.5 miles of running on the day. There was an open garden event in the afternoon, so covered around another 4 miles walking</p>

<p>Sunday was a chance to get in a decent long-run ahead of Leamington Spa half marathon - 11.3 miles before meeting the family at the local swimming pool for an hour family swim</p>

<p>It does mean a significant jump in mileage for the week, I’ll need to replicate that next week too, in order to be ready for the half.</p>

<ul>
  <li>6.2 miles easy</li>
  <li>5.2 miles workout</li>
  <li>1.2 miles easy commute</li>
  <li>4.5 miles 3.1 miles parkrun</li>
  <li>11.3 miles long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-06-23, with 179 words.</p>
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<entry>
    <title type="text">[post] Week 24 - Summer Training Schedule and Progress</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-24"/>
    <id>/week-24</id>
    <updated>2019-06-16T00:00:00+00:00</updated>
    <published>2019-06-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday 5.2 miles easy in the heat of Crete even at 6am it was 24 degrees.</p>

<p>Wednesday was 5.3 miles of workout at CLC Striders my new running club.</p>

<p>Sunday was 2.7 miles of warming up and cool down either side of 6.3 (10km) at the Cheltenham Challenge finishing inside an hour on what was a tricky course with soft going, muddy puddles, roaming cows, gates and traffic.
Really struggled to get going on this one and legs felt heavy and lacked energy.</p>

<p>Did try out my new Salomon 5 set vest though and its comfy and holds plenty</p>

<ul>
  <li>5.2 mile easy</li>
  <li>5.3 miles easy</li>
  <li>9.1 miles easy and race</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-06-16, with 112 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 23 - June Training and Early Summer Running</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-23"/>
    <id>/week-23</id>
    <updated>2019-06-09T00:00:00+00:00</updated>
    <published>2019-06-09T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>On holiday in Crete, so a slightly different make up to my runs this week.</p>

<p>Wednesday, 7.1 miles made up from 4.5 miles early morning run and then a recovery slow and steady 2.6 miles in the heat.</p>

<p>Thursday evening 5 miles easy along the coast.</p>

<p>Saturday I attempted 3.1 miles at effort in lieu of a parkrun clocking in at just over 25 minutes in 26 degree heat</p>

<ul>
  <li>7.2 miles easy</li>
  <li>5.0 miles easy</li>
  <li>3.1 miles effort</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-06-09, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
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<entry>
    <title type="text">[post] Week 22 - Cross Training and Birmingham 10K Recovery</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-22"/>
    <id>/week-22</id>
    <updated>2019-06-02T00:00:00+00:00</updated>
    <published>2019-06-02T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Did a bit of cross training this week, with the bank holiday taking the family swimming - this was good recovery for some tired legs
the Birmingham 10km was a difficult course and the constant undulation left me with some leg and glute pain.</p>

<p>First run of the week was an easy commute home on Wednesday</p>

<p>Thursday I took some time out in the afternoon in the heat and ran 4.5 miles with a friend and added another 0.4 miles back to the office</p>

<p>Saturday I did the shortest of warm ups and cool downs, as again it was very hot, either side of a parkrun. I tweaked a knee after the first mile so eased off considerably to get round.</p>

<p>Sunday I ran 9 miles easy and then did 6x hill repeats, probably around 100m in 22-25 second range.</p>

<p>I’m into June now and have clocked over 510 miles. So well on pace to complete 1000. I have the Cheltenham Challenge 10km (June 16th) and the Leamington Spa half (July 7th) coming up soon</p>

<ul>
  <li>1.6 mile easy commute</li>
  <li>5 miles easy</li>
  <li>5.2 miles including sub 24:00 minute parkrun</li>
  <li>9.8 miles easy long run and hill workout</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-06-02, with 199 words.</p>
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<entry>
    <title type="text">[post] Week 21 - Reduced Mileage for Birmingham 10K Prep</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-21"/>
    <id>/week-21</id>
    <updated>2019-05-26T00:00:00+00:00</updated>
    <published>2019-05-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Reduced mileage this week as I prepared for the Birmingham 10km.</p>

<p>Monday was the charity work run, I contributed 10.1 miles towards our target of 100 miles.
The group ended up completing 160 miles raising around £300 for Acorns Hospice</p>

<p>Saturday I did a short warmup and an easy parkrun before travelling up to Birmingham</p>

<p>Sunday I ran the SimplyHealth Great Birmingham 10km, clocking in 48:00 on an undulating and
difficult course. If the course was flat and without headwind up the biggest hill I feel I
could have got a PB.</p>

<ul>
  <li>10.1 miles - mostly easily</li>
  <li>4.9 miles - easy commute</li>
  <li>6.8 miles - 10km race and a small commute home.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-05-26, with 114 words.</p>
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<entry>
    <title type="text">[post] Week 20 - Reduced Mileage Before Charity Run Event</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-20"/>
    <id>/week-20</id>
    <updated>2019-05-19T00:00:00+00:00</updated>
    <published>2019-05-19T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Reduced mileage this week as I have a charity running event on the Monday (20th May) where i intend to run 12 miles -
so I skipped this week’s long run.</p>

<p>Tuesday I ran 4 miles in the evening after a long day at work, 4 miles easy
followed by 4x 2 minutes on 1 min recovery workout. the 2 minute blocks were run at 6:40 pace, very fast for me</p>

<p>Wednesday I did a short run commute home</p>

<p>Thursday I ran to the local running track to pay for the charity event and ran back to work</p>

<p>I put in a great effort on Saturday at parkrun clocking in at 21:55, my first time sub 22 minutes and a PB by 29 seconds and first PB at 5km since December 2017</p>

<p>Race day on the 26th.</p>

<ul>
  <li>5.4 miles - 4 miles easy and 1.4 miles workout</li>
  <li>1.6 miles - easy commute</li>
  <li>2.4 miles - easy</li>
  <li>8.0 miles - commuting to parkrun, parkrun, and a longer cool down.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-05-19, with 170 words.</p>
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<entry>
    <title type="text">[post] Week 19 - Mid-Season Training and Progress Review</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-19"/>
    <id>/week-19</id>
    <updated>2019-05-12T00:00:00+00:00</updated>
    <published>2019-05-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Back to running on a Monday again with 2.4 miles tempo commute home.</p>

<p>Wednesday I was able to leave work early do 5 miles easy then back to work to pick up my bag/clothes.</p>

<p>Saturday 8.8 miles, warmup, steady park run, and longer cool down with Jessie</p>

<p>Sunday 7.7 mile long run - this felt a bit harder than it should have done. legs a bit sore.</p>

<ul>
  <li>2.4 miles - tempo run</li>
  <li>5.0 miles - easy</li>
  <li>8.8 miles - commuting to parkrun, Parkrun, and a couple of cool downs back</li>
  <li>7.7 miles - Zone 2 hear rate long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-05-12, with 101 words.</p>
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<entry>
    <title type="text">[post] Week 18 - Spring Training and Mileage Progression</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-18"/>
    <id>/week-18</id>
    <updated>2019-05-05T00:00:00+00:00</updated>
    <published>2019-05-05T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Week began on Tuesday with 4.45 miles at a steady pace with only a 3 second margin between paces on the first 4 miles.</p>

<p>Wednesday and Friday were both direct run commutes home, work has been intense for a while now and that hampers the ability to squeeze in runs before daughter’s bed time</p>

<p>Saturday I ran to parkrun, did a pleasing 22:41, a cool down on the way back and then did a lap of the local park too totally 8.9 miles for the day.</p>

<p>Sunday was the usual long run clocking in 9.1 miles with a fast last mile and using the .1 of a mile to cool down.</p>

<p>Total for the week was 25 miles bang on my target.</p>

<ul>
  <li>4.4 miles - steady run</li>
  <li>1.2 miles - run commute</li>
  <li>1.2 miles - run commute</li>
  <li>8.9 miles - commuting to parkrun, Parkrun, and a couple of cool downs back</li>
  <li>9.1 miles - faster finish long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-05-05, with 160 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Week 17 - Spring Training and Performance Improvement</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-17"/>
    <id>/week-17</id>
    <updated>2019-04-28T00:00:00+00:00</updated>
    <published>2019-04-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>4.5 miles nice and easy in the heat on Monday, followed by 0.9 mile commute/warm up to the leisure centre for a booking and 1.9 miles tempo run home.</p>

<p>On saturday I volunteered to set up at park run so ran there, but due to a shortage of marshall’s I volunteered instead of running (I also forgot my barcode). I then ran home.</p>

<p>On Sunday I ran 7 miles at Zone 2 hear rate pace and then pushed on for the last 2.5 miles</p>

<p>20.4 miles for the week is a little under where I’d like to be but it did mean I clicked over 401 miles for the year. 4 months in the 1000 mile target is looking very achievable.</p>

<ul>
  <li>4.5 miles easy</li>
  <li>2.8 miles 0.9 warm up and 1.9 tempo</li>
  <li>3.5 miles commuting to parkrun and back</li>
  <li>9.5 miles faster finish long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-04-28, with 147 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Week 16 - Time Management and Evening Running Sessions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-16"/>
    <id>/week-16</id>
    <updated>2019-04-21T00:00:00+00:00</updated>
    <published>2019-04-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Feeling really pushed for time at the moment, so Monday was a 1.6 mile commute home, Tuesday I was able to squeeze in a run commuting home for 1.4 miles, but then went out again after putting the daughter to bed and did 4.5 miles around the local park.</p>

<p>Wednesday was a mini workout doing 2.1 miles - some more hill repeats, but just didn’t feel good so cut it short.</p>

<p>Saturday, after two days rest, felt much better, I ran to parkRun, helped set-up, ran 23 minutes, did a cool down with a friend and then ran back home with a friend and then another who had been volunteering, covering around 9 miles for the day.</p>

<p>Sunday long run was just 6.6 miles - feeling the heat.</p>

<ul>
  <li>1.6 miles commute</li>
  <li>5.9 miles 1.4 miles commute + 4.5 miles easy run</li>
  <li>2.1 miles workout</li>
  <li>9.0 miles 2.5 mile warmup, 3.1 parkrun, 3.4 cooldown</li>
  <li>6.6 miles long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-04-21, with 159 words.</p>
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<entry>
    <title type="text">[post] Week 15 - Mid-Season Training and Distance Progress</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-15"/>
    <id>/week-15</id>
    <updated>2019-04-14T00:00:00+00:00</updated>
    <published>2019-04-14T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Work commitments meant I was unable to run on the Monday, instead I was able to run Tuesday instead as per the 10km training plan - I covered 4 miles at tempo pace.</p>

<p>Wednesday I simply ran home. Thursday as another session on the plan - it was supposed to be 4-6 lots of 1km at cruise interval pace which is around 20 seconds per mile slower than my goal pace - but instead I did a progression run starting off easy into a tempo.</p>

<p>Saturday I volunteered at ParkRun so ran there and back. To make up for shorter saturday mileage I covered 11 miles at Zone 2 heart rate zone - which for me is up to 148 bpm. This run was around 15 seconds per mile faster than my last attempt on this route.</p>

<ul>
  <li>5.5 miles - 4.2 miles including 2x 2 mile tempo and commute</li>
  <li>1.2 miles - commute home</li>
  <li>4.3 miles - 4 mile progression and 2x strides to finish</li>
  <li>4.7 miles - 2.5 warmup, 2.2 cool down</li>
  <li>11 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-04-14, with 180 words.</p>
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<entry>
    <title type="text">[post] Week 14 - Solid Start and 10K Race Plan Beginning</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-14"/>
    <id>/week-14</id>
    <updated>2019-04-07T00:00:00+00:00</updated>
    <published>2019-04-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Began the week well with a solid 6.2 miles in an hour as I start my 10km race plan. I have been very busy with work including some longer days so only managed a 2.5 mile tempo run on the thursday.</p>

<p>Saturday we had plans so had to do a slightly reduced distance/time for parkrun, taking in a tempo effort. Sunday was a long slow run trying to keep heart rate under 148 (Zone 3 for me)</p>

<p>despite the lack of time, i’m pleased with some decent mileage, having had two lower weeks prior to that. I don’t feel particularly fresh going into week 15 but we’ll see how things pan out.</p>

<ul>
  <li>6.2 miles - easy</li>
  <li>2.5 miles - tempo</li>
  <li>7.5 miles - 2.6 warmup, 3.1 tempo parkrun, 1.8 cool down</li>
  <li>10.8 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-04-07, with 138 words.</p>
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    ]]></content>
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<entry>
    <title type="text">[post] Week 13 - Return to Monday Running Schedule and Pace</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-13"/>
    <id>/week-13</id>
    <updated>2019-04-01T00:00:00+00:00</updated>
    <published>2019-04-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Back to running on a Monday again. The run felt good albeit short covering just 2.5 miles.</p>

<p>Work/home life took over this week, so wasn’t able to get out on Wednesday but did manage an easy 4.2 miles on thursday followed by my long run on the friday morning, having had a days leave to spend a long weekend with family, I clocked 8.5 miles.</p>

<p>Taking my total for the 3 months to over 300 miles.</p>

<ul>
  <li>2.5 miles - easy</li>
  <li>4.2 miles - easy</li>
  <li>8.5 miles - easy</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-04-01, with 90 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week 12 - March Training Build and Spring Progress</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-12"/>
    <id>/week-12</id>
    <updated>2019-03-24T00:00:00+00:00</updated>
    <published>2019-03-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Last Saturday and Sunday runs were difficult and legs were hurting quite a lot. I have a dull and persistent ache in both my hamstrings and knee pain. It might be a sign of over training, I’ve never had 10 consecutive weeks averaging 25 mile weeks before. I’m well on pace to complete 1000 by year end so I took the decision to rest until I felt ok to run.</p>

<p>So Saturday I did a 3 mile warmup 23:32 at ParkRun and a 3.1 mile cool down followed by a 5.1 mile run on sunday - which was an easy 45 minutes recovery in Zone 2 (4.2 miles) and 5 strides and a jog home.</p>

<ul>
  <li>9.2 miles - 3.0 warmup, 3.1 parkrun and 3.1 cooldown</li>
  <li>5.1 miles - easy + strides</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-03-24, with 133 words.</p>
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<entry>
    <title type="text">[post] Week 11 - Tempo Efforts and Honeybourne Line Route</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-11"/>
    <id>/week-11</id>
    <updated>2019-03-17T00:00:00+00:00</updated>
    <published>2019-03-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Starting the week with a 6 mile run commute home via the honeybourne line up to the racecourse, mile two has a bit of an incline so tried this at tempo effort and then added a bit more tempo in miles 4 and 6 - having done no speedwork last week.</p>

<p>Wednesday I repeated a previous workout session by doing 6 reps of the Parabola road hill loop with a warm-up and cool-down to make it up to 3.1 miles, I then did the direct run home for another 1.2 miles</p>

<p>Saturday was the usual 2.5 miles warmup, followed by 3.1 miles at ParkRun, and 1.9 miles cool down - My legs have been very sore and heavy this week so took ParkRun nice and steady and clocked in around 25 minutes.</p>

<p>The leg issues continued into Sunday when I normally do a long run - I managed a mere 4.9 miles and was struggling to turnover my legs at all.</p>

<ul>
  <li>6 miles - easy + tempo commute</li>
  <li>4.3 miles - workout + commute</li>
  <li>1.2 miles - easy commute</li>
  <li>7.5 miles - 2.5 warmup, 3.1 ParkRun, 1.9 cool down</li>
  <li>4.9 miles - very easy recovery</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-03-17, with 197 words.</p>
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<entry>
    <title type="text">[post] Week Ten - Training Progress and Endurance Building</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-ten"/>
    <id>/week-ten</id>
    <updated>2019-03-10T00:00:00+00:00</updated>
    <published>2019-03-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Starting the week as per usual with a 5.4 mile run commute home via Pittville park - nice and easy but with quite strong winds. Legs were quite heavy after the weekend’s efforts. It was also my 36th birthday.</p>

<p>Family commitments meant I wasn’t able to run Wednesday or Thursday, but was able to squeeze in a 2 mile run to work and back for an important meeting at tempo pace.</p>

<p>Saturday I volunteered to be tail walker at ParkRun taking the daughter with me, so the wife could have a well deserved/needed lie-in after a night out for her birthday. I walked around 8 miles in total which is worth recording here, but doesn’t factor in to my goal.</p>

<p>I went for an afternoon 5.5 miles easy run, followed by 7.9 miles on the Sunday in the wind.</p>

<ul>
  <li>5.4 miles - easy commute</li>
  <li>2.0 miles - tempo commute</li>
  <li>5.5 miles - easy</li>
  <li>7.9 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-03-10, with 160 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Nine - Easy Afternoon Runs and Training Updates</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-nine"/>
    <id>/week-nine</id>
    <updated>2019-03-03T00:00:00+00:00</updated>
    <published>2019-03-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday afternoon easy run for 5 miles.</p>

<p>Thursday I ran just over 2 miles after attending a programming type nerd evening. It overran slightly so couldn’t change into running gear before hhe security guard kicked us out so did the run in jeans. It rained heavily and I was soaked through. Loved it though.</p>

<p>Saturday was the usual 2.5 mile warm up and 3.1 mile ParkRun. I clocked in at 22:30 - my best age graded rating and joint second fastest time ever. Having put this effort in I skipped the cool down run home and walked instead and had a good catch up with a friend.</p>

<p>Sunday was a heart rate focused long run, clocking 9.5 miles and kept the heart rate under 148bpm - I did spike over this on a couple of inclines or crossing busy roads. Again it was very very wet and windy. I ran with a smile throughout.</p>

<p>Slightly reduced mileage this week - mainly due to missing wednesday’s run and the saturday cool down. I think the rest will do me good and I’m well ahead of pace.</p>

<ul>
  <li>5 miles - commute</li>
  <li>2.3 miles - commute</li>
  <li>5.6 miles - 2.5 warm up + 3.1 ParkRun</li>
  <li>9.5 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-03-03, with 209 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Eight - Training Consistency and Mile Building</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-eight"/>
    <id>/week-eight</id>
    <updated>2019-02-24T00:00:00+00:00</updated>
    <published>2019-02-24T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday afternoon easy run for 5.4 miles, the usual commute.</p>

<p>Wednesday was a 6x hill work out and easy run commute home. I actually really enjoyed this but did feel it in my legs. Will need to keep these up and try and get to 8, 10, 12 reps.</p>

<p>Thursday was just a direct 1.2 mile run commute.</p>

<p>Saturday I ran a longer warm-up to parkrun, cruised round for sub 22:53 at ParkRun and a 2 mile cool down afterwards.
Strava gives every run a relative effort (some metric calculated based on heart rate. According to their analysis of my parkrun it had a score of 6. and that my hear rate (well 96.5% of the time) was in Zone 2 - moderate and that for me means between 126 and 157 beats per minute.</p>

<blockquote>
  <p>The Strava Relative Effort is an analysis of your heart rate data. By tracking your heart rate through your workout and its level relative to your maximum heart rate, we attach a value to show exactly how hard you worked. The more time you spend going full gas and the longer your activity, the higher the score.</p>
</blockquote>

<p>Essentially this means to me that given that it was almost no effort according to my hear to run 22:53 I should be able to run a lot faster if I tried. my PB for 5km/3.1 miles at ParkRun is 22:24. I should be aiming to PB soon.</p>

<p>Sunday I was pushed for time having had family over for the weekend so got in a 45 minute sunday run clocking in just over 5 miles.</p>

<ul>
  <li>5.4 miles - commute</li>
  <li>4.3 miles - 3.1 workout + 1.2 commute</li>
  <li>1.2 mile - commute</li>
  <li>8.1 miles - 3 warmup, 3.1 ParkRun, 2 cooldown</li>
  <li>5.1 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-02-24, with 301 words.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Seven - Work Life Balance and 25.4 Mile Week</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-seven"/>
    <id>/week-seven</id>
    <updated>2019-02-18T00:00:00+00:00</updated>
    <published>2019-02-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Monday afternoon easy run for 5 miles, not the usual commute, having taken the day as leave.</p>

<p>Unable to run wednesday as usual due to work commitments, so ended up with a shorter run on Thursday, and an even shorter one on Friday evening.</p>

<p>Saturday was the usual ParkRun routine, clocking in at 23:04, I wasn’t able to push from the start like last week due to the increased numbers and starting position.</p>

<p>Sunday was an early 9 mile long run, having been woken up by the daughter before 7am I was out the door as soon as possible.</p>

<p>Overall I’m happy with the mileage this week, but work/life/running balance has been hard the last couple of weeks.</p>

<ul>
  <li>5 miles - commute</li>
  <li>2.3 miles - errands and commute</li>
  <li>1.2 miles - commute</li>
  <li>7.7 miles - 2.5 warmup, 3.1 ParkRun, 2 cooldown</li>
  <li>9 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-02-18, with 148 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Six - Running Development and Fitness Building</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-six"/>
    <id>/week-six</id>
    <updated>2019-02-10T00:00:00+00:00</updated>
    <published>2019-02-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Usual Monday extended run commute, nice and easy. Legs were still a bit tired and my left knee is hurting, feeling bruised.</p>

<p>Did Wednesday’s easy run commute and again the knee was struggling so opted out of the track session on Thursday and had two days rest instead. Saturday felt good, so 2.5 miles warmup. 3.1 miles ParkRun and a 1.7 mile cool down. The ParkRun was ace. Set off fast and held on and still managed a sprint finish, clocking an official time of 22:31, my fastest this year and third fastest overall (PB remains 22:24) and a marked improvement on recent runs (23:20-24:20 range).</p>

<p>Sunday I took a nice an easy long slow run for 9.5 miles.</p>

<ul>
  <li>5.3 miles - commute</li>
  <li>3.1 miles - commute</li>
  <li>7.3 miles - warmup/down and parkrun</li>
  <li>9.5 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-02-10, with 140 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Five - Running Consistency and Training Progress</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-five"/>
    <id>/week-five</id>
    <updated>2019-02-03T00:00:00+00:00</updated>
    <published>2019-02-03T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>An odd week, started with the usual longer run commute on monday. Due to work commitments and my boss leaving after 24 years’ service I opted to play crazy golf (wednesday) and go to the pub (friday) instead of any running.</p>

<p>I also attended a tech meetup hosted by my company on Thursday so was limited to just a direct commute home around 9pm.</p>

<p>Saturday was supposed to be ParkRun and a recovery 5 miles or so after, but the icy conditions meant it was cancelled so after I had got to the meeting point and released it was off, I continued on and put together a total 10.5 mile long run.</p>

<p>Sunday I ran 6.3 miles targeting a fast finish - to replicate race conditions. My legs were still heavy from Saturday so it did feel like the end of a half marathon or more. I ended up with a progression run (getting faster each mile) which was pleasing and shows in getting into good racing shape.</p>

<p>overall slightly shorter mileage this week having had work commitments and having already made my 100 mile target for January. Very happy with how things are going and well on pace to meet my goal.</p>

<ul>
  <li>5.1 miles - easy commute</li>
  <li>1.2 miles - easy commute</li>
  <li>10.6 miles - long run</li>
  <li>6.3 miles - progression run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-02-03, with 225 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Four - January Training Build and Foundation</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-four"/>
    <id>/week-four</id>
    <updated>2019-01-27T00:00:00+00:00</updated>
    <published>2019-01-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Full of cold so and a tight calf, so took monday as a rest day. I worked a half-day on Tuesday so managed a 4.9 lunch time run - without the backpack so felt lighter and faster, then did 1.2 mile (direct) commute home.</p>

<p>Wednesday evening was the usual longer commute with a bit extra to get to 4.4 miles.</p>

<p>Thursday was a 0.5 mile warmup followed by a 9 lots of 2 minutes on 2 minutes off fartlek session.</p>

<p>Saturday as a short warmup and Cheltenham ParkRun (24:01 official time) It was busy and I got boxed in by buggies and kids, but managed to catch up with friends to finish 1 second behind them come the end.</p>

<p>Sunday was supposed to be long run day, but it was cold and wet and my legs were tired, so I ended up doing 5.7 miles around PittVille park trying to stay ‘off road’ and get some cross-country style work in - just to give my legs something different to think about.
I am still getting used to the Apple Watch and somehow managed to pause the workout, and run a lap before realising and then starting it up again - so 5.7 miles clocked, but probably nearer 6.5 overall.</p>

<ul>
  <li>6.1 miles - tempo and commute</li>
  <li>4.4 miles - commute</li>
  <li>4.9 miles - workout</li>
  <li>5.1 miles - ParkRun</li>
  <li>5.7 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-01-27, with 234 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week Three - Strong Start with Easy Runs and Commutes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-three"/>
    <id>/week-three</id>
    <updated>2019-01-20T00:00:00+00:00</updated>
    <published>2019-01-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Started the week strongly with a decent 7.1 mile easy run, having been able to finish work a little earlier than usual.
Wednesday was an easy run commute taking a slight detour, as usual, the most direct route is around 1.4 miles.
I do try and get a bit more in and take a scenic route.</p>

<p>Thursday was track day - two sets of 5x 400m effort with 400m recovery jogs and a two minutes break between sets.
Thursday included a warm-up and cool down - which essentially is a steady jog from work to the track and back again.</p>

<p>A night at a friends house playing board games meant I didn’t get home until 2am, that ruled out ParkRun. Oops.</p>

<p>Sunday long run was 9.2 miles and due to a planned day out with the extended family I was out the door before 7am.</p>

<p>Overall happy with the mileage, but could of hit over 32 if I had an earlier night on Friday.</p>

<ul>
  <li>7.1 miles - easy run commute</li>
  <li>3.2 miles - easy run commute</li>
  <li>7.9 miles - track session with warm-up/cool down</li>
  <li>9.2 miles - Long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-01-20, with 191 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Week Two - Early Training Foundation and Building</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-two"/>
    <id>/week-two</id>
    <updated>2019-01-13T00:00:00+00:00</updated>
    <published>2019-01-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Week two saw a slight decrease in mileage to 21.6 miles, due to a busy sunday with family,
I moved the long run to Saturday and ran to and then volunteered at my local parkrun in the morning then straight into 7.5 miles long run. In Hindsight this was a mistake as i’d been up since 7am and didn’t start running until 10am and as I normally run fasted I was pretty hungry mid-run and struggled with stomach cramps.</p>

<ul>
  <li>3.2 miles - easy</li>
  <li>6.5 miles - commute - easy</li>
  <li>2.9 miles - easy</li>
  <li>8.8 miles - 1.3 easy + 7.5 long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-01-13, with 104 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Stuff I Own - Minimalist Idealist Material Inventory</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/stuff"/>
    <id>/stuff</id>
    <updated>2019-01-08T00:00:00+00:00</updated>
    <published>2019-01-08T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A minimalist idealist writes…</p>

<h2 id="every-day-carry">Every day carry</h2>

<ul>
  <li>Salomon Agile 12 set</li>
  <li>Salomon soft bottle 800ml</li>
  <li>Apple iPhone 8+</li>
  <li>Apple AirPods</li>
  <li>Apple Watch Series 4 - 40mm</li>
  <li>Z8 bone conducting headphones</li>
  <li>Friendly Swede backpack</li>
  <li>Garmin Forerunner 235 watch</li>
  <li>Anker Powerbank Core 20100</li>
  <li>Ugreen iPhone stand</li>
  <li>Nalgene 1500ml bottle</li>
</ul>

<h2 id="toys-and-collectables">Toys and collectables</h2>

<ul>
  <li>Fender Stratocaster Squire 50th Anniversary</li>
  <li>medal holder + medals</li>
  <li>Stamford the lion</li>
  <li>Carly Telford Shirt</li>
  <li>Knife</li>
  <li>Stamford bridge 3D stadium</li>
  <li>Gentleman pop</li>
  <li>Billy pop</li>
  <li>Donatello pop</li>
  <li>Leonardo pop</li>
  <li>Stay puft pop</li>
  <li>Sidney Crosby pop</li>
  <li>Antonio Brown pop</li>
</ul>

<h2 id="games">Games</h2>

<ul>
  <li>Secret Hitler</li>
  <li>Cards Against Humanity</li>
  <li>Go</li>
  <li>Bohnanza</li>
  <li>Donner Dinner Party</li>
  <li>Salem</li>
  <li>Deadwood</li>
  <li>Tortuga</li>
  <li>Lattice</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-01-08, with 111 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Week One - New Year Double Parkrun and 30.3 Mile Week</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/week-one"/>
    <id>/week-one</id>
    <updated>2019-01-07T00:00:00+00:00</updated>
    <published>2019-01-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Started with a New Years Day double parkrun, my local Cheltenham parkrun was not running an official one, so I did it on my own around 08:00am, then off to Gloucester City for 10:30. followed by an easy run commute Wednesday and 5.4 miles Thursday which include 3.1 miles on the track. 5.5 miles on Saturday, including 3.1 parkrun. The week ended with an 8 mile long run.</p>

<ul>
  <li>8 miles - warmup/down and 2 parkruns - steady</li>
  <li>3.2 miles - commute - easy</li>
  <li>5.4 miles - warmup/down + track speedwork</li>
  <li>5.5 miles - warmup/down and parkrun</li>
  <li>8.0 miles - long run</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2019-01-07, with 103 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Creamy Vegan Potato Leek Soup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/creamy-vegan-potato-leek-soup"/>
    <id>/creamy-vegan-potato-leek-soup</id>
    <updated>2018-12-12T00:00:00+00:00</updated>
    <published>2018-12-12T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Prep Time: 20 mins</li>
  <li>Cook Time: 30 mins</li>
  <li>Total Time: 50 mins</li>
</ul>

<blockquote>
  <p>This Potato Leek Soup. It’s unbelievably creamy, comforting and filling! It’s the perfect choice for those chilly days, too. This recipe is for the veganized version and it does not disappoint.</p>
</blockquote>

<ul>
  <li>Course: Main Course, Soup</li>
  <li>Recipe Type: Gluten-Free, Vegan</li>
  <li>Servings: 6 people</li>
  <li>Calories: 356 kcal</li>
</ul>

<h2 id="ingredients">Ingredients</h2>

<ul>
  <li>1.5 tablespoons olive oil (or preferred oil)</li>
  <li>1 tablespoon vegan butter</li>
  <li>1 small onion , diced</li>
  <li>
    <p>3 large leeks , cleaned well &amp; thinly sliced (white &amp; light green part only) ^See note below</p>
  </li>
  <li>5 medium russet potatoes , peeled and chopped</li>
  <li>3 cloves of garlic , minced</li>
  <li>1 teaspoon salt , more to taste</li>
  <li>Fresh ground pepper , to taste</li>
  <li>1.5 teaspoons dried thyme</li>
  <li>0.5 teaspoon dried rosemary</li>
  <li>0.5 teaspoon ground coriander (optional)</li>
  <li>1175 ml vegetable broth (low sodium)</li>
  <li>2 bay leaves</li>
  <li>1 tablespoons fresh lemon juice (optional)</li>
  <li>240 ml Soya milk</li>
  <li>
    <h3 id="toppings-ideas">Toppings Ideas</h3>
  </li>
  <li>Spring onion , chopped</li>
  <li>Fresh ground pepper</li>
</ul>

<h2 id="instructions">Instructions</h2>

<ul class="task-list">
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Make sure leeks are washed well first.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Heat the oil, butter and a pinch of salt in a large pot over medium heat. Add the leeks &amp; onion, sauté until softened, about 5-6 minutes.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Add the potatoes, garlic, thyme, rosemary, and coriander. Sauté for 2-3 minutes.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Add the vegetable broth, bay leaf, salt, and pepper. Raise heat so it starts to simmer.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Now reduce heat to a low simmer and cook for about 15-20 minutes, or until the potatoes are fork tender.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Remove from heat and remove bay leaves. Stir in the coconut milk and optional lemon juice.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Taste for seasoning and add more to taste.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Using an immersion blender, blend until smooth and creamy. You can also use a regular blender and carefully blend in batches.</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Chop spring onion for garnish</li>
  <li class="task-list-item"><input type="checkbox" class="task-list-item-checkbox" disabled="disabled" />Serve in soup bowls and top with chopped green onion, fresh ground pepper and a few pieces of cooked potato.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2018-12-12, with 381 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Michy hits double figures</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Michy-hits-double-figures"/>
    <id>/Michy-hits-double-figures</id>
    <updated>2018-01-28T16:20:09+00:00</updated>
    <published>2018-01-28T16:20:09+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Michy Batshuayi is the third player to reach double figures for goals for Chelsea FC in all competitions this season after Alvaro Morata and Eden Hazard (12 each)</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-28, with 28 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Alonso contributes to 10th goal this season</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Alonso-contributes-to-10th-goal-this-season"/>
    <id>/Alonso-contributes-to-10th-goal-this-season</id>
    <updated>2018-01-28T16:17:50+00:00</updated>
    <published>2018-01-28T16:17:50+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>With 7 goals and 3 assists, Marcos Alonso is the 39th Premier League player to register at least 10 goal involvements in all competitions this season, and the first defender to do so, after scoring Chelsea’s third goal in 3-0 win over Newcastle</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-28, with 43 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Youth players feature</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Youth-players-feature"/>
    <id>/Youth-players-feature</id>
    <updated>2018-01-28T16:12:43+00:00</updated>
    <published>2018-01-28T16:12:43+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea became the first English top-flight side to field more than one player born in the 21st century in a single domestic match (Ethan Ampadu and Callum Hudson-Odoi) in 3-0 win over Newcastle</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-28, with 33 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Willian makes 50</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Willian-makes-50"/>
    <id>/Willian-makes-50</id>
    <updated>2018-01-24T07:51:17+00:00</updated>
    <published>2018-01-24T07:51:17+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Willian made his 50th consecutive Premier League appearance, the longest current run among all outfield players in the league in victory over Brighton.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-24, with 23 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea take early control</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-take-early-control"/>
    <id>/Chelsea-take-early-control</id>
    <updated>2018-01-24T07:40:14+00:00</updated>
    <published>2018-01-24T07:40:14+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The 2-0 lead within 6 minutes against Brighton is the second fastest for Chelsea in a Premier League away match, after the 6-3 win over Everton on 30th Aug 2014 when they were 2-0 up after 3 minutes.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-24, with 38 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Hazard nets 100 and 101</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Hazard-nets-100-and-101"/>
    <id>/Hazard-nets-100-and-101</id>
    <updated>2018-01-24T07:38:08+00:00</updated>
    <published>2018-01-24T07:38:08+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Eden Hazard’s first strike against Brighton was his 100th league goal of his career (36 for Lille, 64 for Chelsea).</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-24, with 20 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea beat newly promoted Brighton</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-beat-newly-promoted-Brighton"/>
    <id>/Chelsea-beat-newly-promoted-Brighton</id>
    <updated>2018-01-24T07:36:35+00:00</updated>
    <published>2018-01-24T07:36:35+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>No side in Premier League history has more wins against newly promoted sides than Chelsea, who now have 45 after beating Brighton 4-0</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-24, with 23 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea remain unbeaten in 13 at the bridge</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-remain-unbeaten-in-13-at-the-bridge"/>
    <id>/Chelsea-remain-unbeaten-in-13-at-the-bridge</id>
    <updated>2018-01-15T20:50:29+00:00</updated>
    <published>2018-01-15T20:50:29+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea have extended unbeaten run at Stamford Bridge to 13 matches in all competitions after avoiding defeat to Leicester.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-15, with 19 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea draw 3 straight</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-draw-3-straight"/>
    <id>/Chelsea-draw-3-straight</id>
    <updated>2018-01-15T20:49:10+00:00</updated>
    <published>2018-01-15T20:49:10+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea have drawn three consecutive games 0-0 in all competitions for the first time in the club’s history after drawing against Norwich, Arsenal, and Leicester.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-15, with 25 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Alvaro big chances</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Alvaro-big-chances"/>
    <id>/Alvaro-big-chances</id>
    <updated>2018-01-04T20:03:10+00:00</updated>
    <published>2018-01-04T20:03:10+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Alvaro Morata missed 3 clear-cut goalscoring chances in the two two draw at the Emirates - no player has missed more in a Premier League match this season</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-04, with 28 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Eden reached 100 goal contributions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Eden-reached-100-goal-contributions"/>
    <id>/Eden-reached-100-goal-contributions</id>
    <updated>2018-01-04T20:01:44+00:00</updated>
    <published>2018-01-04T20:01:44+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Eden Hazard (63 goals, 37 assists) has been directly involved in 100 goals in 192 Premier League appearances after scoring penalty in two two draw with Arsenal.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-04, with 27 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pedro from range</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Pedro-from-range"/>
    <id>/Pedro-from-range</id>
    <updated>2018-01-01T00:58:53+00:00</updated>
    <published>2018-01-01T00:58:53+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Five of Pedro’s last seven Premier League goals have come from outside the box after netting against Stoke</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 18 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Spanish scorers continue</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Spanish-scorers-continue"/>
    <id>/Spanish-scorers-continue</id>
    <updated>2018-01-01T00:57:45+00:00</updated>
    <published>2018-01-01T00:57:45+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>21 of Chelsea’s 37 Premier League goals this season have been scored by Spanish players, more than any other side in Europe’s big 5 leagues, after Pedro scored Chelsea’s third in 5-0 victory over Stoke</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 35 words.</p>
          <p><center>***</center></p>
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    ]]></content>
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<entry>
    <title type="text">[post] Opponent Shots - Chelsea Football Statistics Analysis</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Opponent-shots"/>
    <id>/Opponent-shots</id>
    <updated>2018-01-01T00:52:01+00:00</updated>
    <published>2018-01-01T00:52:01+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Over the course of our last three matches our opponents – Everton, Brighton and Stoke – have recorded a total of two shots on target.</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 25 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Willian versus Stoke</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Willian-versus-Stoke"/>
    <id>/Willian-versus-Stoke</id>
    <updated>2018-01-01T00:50:25+00:00</updated>
    <published>2018-01-01T00:50:25+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The Brazilian has now been directly involved in six goals in his past four Premier League games against Stoke (four goals, two assists).</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 23 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea out shoot Stoke</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-out-shoot-Stoke"/>
    <id>/Chelsea-out-shoot-Stoke</id>
    <updated>2018-01-01T00:48:32+00:00</updated>
    <published>2018-01-01T00:48:32+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea had 21 shots on goal compared to Stoke’s one solitary attempt in 5-0 victory</p>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 15 words.</p>
          <p><center>***</center></p>
          <hr/>
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  </entry>



<entry>
    <title type="text">[post] Books read in 2017</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/books-of-2017"/>
    <id>/books-of-2017</id>
    <updated>2018-01-01T00:00:00+00:00</updated>
    <published>2018-01-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="running">Running</h2>

<ul>
  <li><a href="https://amzn.to/2EPW0uO">The Maffetone Method: The Holistic, Low-Stress, No-Pain Way to Exceptional Fitness</a></li>
  <li><a href="https://amzn.to/2B9u9U7">The Art of Running Faster: Julian Goater, Don Melvin: Amazon.co.uk: Kindle Store</a></li>
  <li><a href="https://amzn.to/2mFnhsw">80/20 Running: Run Stronger and Race Faster by Training Slower: Matt Fitzgerald</a></li>
</ul>

<h2 id="agility">Agility</h2>

<ul>
  <li><a href="https://amzn.to/2DIbTnV">Extraordinary Teams: Thomas Mangum, Warren Whitlock, Richard Krawczyk, Debbie Takara Shelor, Miel van Opstal</a></li>
  <li><a href="https://amzn.to/2B8GSGL">Improv-ing Agile Teams: Using Constraints To Unlock Creativity: Paul Goddard, Neil Mullarkey, Liz Keogh</a></li>
  <li><a href="https://amzn.to/2mNqwPc">Sun Tzu The Art of Agile Software Delivery eBook: Michael Cheung</a></li>
  <li>The Phoenix Project – Gene Kim, Kevin Behr, George Spafford</li>
</ul>

<h2 id="other">Other</h2>

<ul>
  <li><a href="https://amzn.to/2Dk6NBa">Naked Statistics: Stripping the Dread from the Datan - by Charles Wheelan</a></li>
  <li><a href="https://amzn.to/2DKsN5n">Drive: The Surprising Truth About What Motivates Us - by Daniel H. Pink</a></li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2018-01-01, with 129 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Morata scored his 10th goal for Chelsea</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Morata-scored-his-10th-goal-for-Chelsea"/>
    <id>/Morata-scored-his-10th-goal-for-Chelsea</id>
    <updated>2017-12-21T22:17:38+00:00</updated>
    <published>2017-12-21T22:17:38+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Alvaro Morata scored his 10th goal in English football in Chelsea’s 2-1 victory over Bournemouth in the League Cup tie.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 20 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] 75 Seconds - Chelsea vs Bournemouth League Cup Drama</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/75-seconds"/>
    <id>/75-seconds</id>
    <updated>2017-12-21T22:16:03+00:00</updated>
    <published>2017-12-21T22:16:03+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>There were just 75 seconds between Bournemouth’s equaliser, and Morata restoring Chelsea’s lead, with the only two shots on target in the second half in Chelsea’s 2-1 victory in the League Cup.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 32 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] JavaScript cheatsheets</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/javascript-cheatsheets"/>
    <id>/javascript-cheatsheets</id>
    <updated>2017-12-21T00:00:00+00:00</updated>
    <published>2017-12-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A collection of JS cheatsheets <a href="https://speckyboy.com/javascript-cheatsheets/">speckyboy cheatsheets</a></p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 8 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Slow down in scrum</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/slow-down-improv-agile"/>
    <id>/slow-down-improv-agile</id>
    <updated>2017-12-21T00:00:00+00:00</updated>
    <published>2017-12-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Agile teams are largely unaware of the benefits of not advancing an activity. I recently asked a team I was coaching to imagine the slowest possible way they could fix a high-priority defect. While the initial response was one of bewilderment, what emerged was actually a higher-quality process than the one that the team was currently following. This team went on to formally publicise their slow version as what would constitute a “good defect fix”, a process that included test automation, code review, and refactoring of legacy code. They were genuinely amazed at how much their defect-fixing process improved as a result of having explicit permission to consider a slower fix rather than a quicker one.</p>
</blockquote>

<p><a href="https://amzn.to/2jub9gz">Improv-ing Agile Teams by Paul Goddard</a></p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 125 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Top Apps for 2017</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/top-apps-2017"/>
    <id>/top-apps-2017</id>
    <updated>2017-12-21T00:00:00+00:00</updated>
    <published>2017-12-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A bunch of apps I’ve moved to or used heavily this year.</p>

<ul>
  <li>Gladys</li>
  <li>Kindle</li>
  <li>Bobby</li>
  <li>Overcast</li>
  <li>Remember the milk</li>
  <li>Flipflop</li>
  <li>PriceRadar</li>
  <li>Working Copy</li>
  <li>1Password</li>
  <li>Drafts</li>
</ul>

<p>The kindle app redesign makes reading fun again. The old version was horrible.</p>

<p>Flipflop is a fun solitaire and the only game i really play.</p>

<p>Remember the milk is like todoist but with a shit logo, but without a limit on the inbox (200 on todoist, that i seemed to hit once a week due to repeating tasks doubling up).</p>

<p>PriceRadar was great until a month ago and latest update doesn’t seem to work.</p>

<p>I switched from Castro to Overcast due to the podcast level speed setting.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 114 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Types of DevOps metrics</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/types-of-devops-metrics"/>
    <id>/types-of-devops-metrics</id>
    <updated>2017-12-21T00:00:00+00:00</updated>
    <published>2017-12-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>DevOps is all about continuous delivery and shipping code as fast as possible. You want to move fast and not break things. By tracking these DevOps metrics, you can evaluate just how fast you can move before you start breaking things.</p>

<ul>
  <li>Deployment frequency</li>
  <li>Change volume</li>
  <li>Deployment time</li>
  <li>Lead time</li>
  <li>Customer tickets</li>
  <li>Automated test pass %</li>
  <li>Defect escape rate</li>
  <li>Availability</li>
  <li>Service level agreements</li>
  <li>Failed deployments</li>
  <li>Error rates</li>
  <li>Application usage and traffic</li>
  <li>Application performance</li>
  <li>Mean time to detection (MTTD)</li>
  <li>Mean time to recovery (MTTR)</li>
</ul>

<p><a href="https://stackify.com/15-metrics-for-devops-success/">15 metrics for DevOps success</a></p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 90 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Cycle time - a metric for scrum</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/velocity-v-cycle-time"/>
    <id>/velocity-v-cycle-time</id>
    <updated>2017-12-21T00:00:00+00:00</updated>
    <published>2017-12-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Cycle time is the average amount of time a team needs from the moment they pull a piece of work until it is ready to be implemented.  The metric is calculated using the following formula</p>

<p>Average Cycle Time = Sum(UoW Complete Date – UoW Start Date)/ (Total Completed Number of UoW)</p>

<p>UoW = Unit of Work</p>

<p>If a team completes four UoW in a sprint with the cycle times of 4 days, 10 days, 5 days, and 1 day the average cycle time would be 5 days (20 days/ 4 UoW).</p>

<p>The unit of work can be any unit of work the team tracks.</p>

<p><a href="https://tcagley.wordpress.com/2017/11/28/frequently-asked-question-velocity-and-cycle-time-are-not-the-same/">Velocity and cycle time are not the same</a></p>

          <p><center>***</center></p>
          <p> // Published 2017-12-21, with 113 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cesar passing numbers</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Cesar-passing-numbers"/>
    <id>/Cesar-passing-numbers</id>
    <updated>2017-12-15T08:56:38+00:00</updated>
    <published>2017-12-15T08:56:38+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Cesar Azpilicueta recorded an astonishing 135 successful passes against Huddersfield. He was followed by his fellow defenders Antonio Rudiger (with 115) and Andreas Christensen (96) as Chelsea dominated possession in three one victory.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-15, with 33 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Chelsea only side to deny Barcelona in last 7 years</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-only-side-to-deny-Barcelona-in-last-7-years"/>
    <id>/Chelsea-only-side-to-deny-Barcelona-in-last-7-years</id>
    <updated>2017-12-11T16:32:26+00:00</updated>
    <published>2017-12-11T16:32:26+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea in the semi-final of 2011-12 are the only English side to deny Barcelona progress in
their last seven Champions League knockout ties against English opposition</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-11, with 26 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Chelsea face Barcelona again</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-face-Barcelona-again"/>
    <id>/Chelsea-face-Barcelona-again</id>
    <updated>2017-12-11T16:31:31+00:00</updated>
    <published>2017-12-11T16:31:31+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Only Real Madrid - Bayern Munich (16 matches) have been played more often in the Champions League knockout phase than  Chelsea and Barcelona 10 times.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-11, with 25 words.</p>
          <p><center>***</center></p>
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    ]]></content>
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<entry>
    <title type="text">[post] Messi against Chelsea</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Messi-against-Chelsea"/>
    <id>/Messi-against-Chelsea</id>
    <updated>2017-12-11T16:30:37+00:00</updated>
    <published>2017-12-11T16:30:37+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Lionel Messi: Has never scored in 8 appearances against Chelsea - It’s his worst record against a team in his career</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-11, with 21 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Morata heads above</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Morata-heads-above"/>
    <id>/Morata-heads-above</id>
    <updated>2017-12-03T18:21:22+00:00</updated>
    <published>2017-12-03T18:21:22+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Morata has now scored 11 headed goals in Europe’s top-five leagues since the start of last season, more than any other player - after netting against Newcastle in three one win.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-03, with 31 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Azpilicueta passing stats</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Azpilicueta-passing-stats"/>
    <id>/Azpilicueta-passing-stats</id>
    <updated>2017-12-03T18:20:38+00:00</updated>
    <published>2017-12-03T18:20:38+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Cesar Azpilicueta completed 120 of 132 passes for Chelsea against Newcastle, the joint most by any player in a Premier League match this season.</p>

          <p><center>***</center></p>
          <p> // Published 2017-12-03, with 24 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea out shoot Swansea</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-out-shoot-Swansea"/>
    <id>/Chelsea-out-shoot-Swansea</id>
    <updated>2017-11-30T19:48:13+00:00</updated>
    <published>2017-11-30T19:48:13+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea had 21 shots against Swansea, with ten on target. Our opponents mustered just two shots but neither tested our goal keeper.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-30, with 22 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Rudiger scores first Premier League goal</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Rudiger-scores-first-Premier-League-goal"/>
    <id>/Rudiger-scores-first-Premier-League-goal</id>
    <updated>2017-11-30T19:47:02+00:00</updated>
    <published>2017-11-30T19:47:02+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Toni Rüdiger scores his first Premier League goal in one nil victory over Swansea.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-30, with 14 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cesar Azpilicueta consistency</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Cesar-Azpilicueta-consistency"/>
    <id>/Cesar-Azpilicueta-consistency</id>
    <updated>2017-11-25T21:25:10+00:00</updated>
    <published>2017-11-25T21:25:10+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Cesar Azpilicueta has played 7,881 of Chelsea’s last 8,100 league minutes in a run stretching back to May 2015.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-25, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Willian super sub</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Willian-super-sub"/>
    <id>/Willian-super-sub</id>
    <updated>2017-11-25T21:13:30+00:00</updated>
    <published>2017-11-25T21:13:30+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Willian scored just 144 seconds after coming on as a substitute in one one draw with Liverpool - the fastest in the Premier League this season.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-25, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Liverpool denies Conte</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Liverpool-denies-Conte"/>
    <id>/Liverpool-denies-Conte</id>
    <updated>2017-11-25T21:13:01+00:00</updated>
    <published>2017-11-25T21:13:01+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Of the 19 clubs Antonio Conte has faced in the Premier League, Liverpool are the only side he’s failed to beat.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-25, with 21 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Hazard dribbles against Liverpool</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Hazard-dribbles-against-Liverpool"/>
    <id>/Hazard-dribbles-against-Liverpool</id>
    <updated>2017-11-25T21:11:56+00:00</updated>
    <published>2017-11-25T21:11:56+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Eden Hazard completed nine dribbles vs Liverpool, more than any other player in a Premier League game this season</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-25, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Morata sets Chelsea record</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Morata-sets-Chelsea-record"/>
    <id>/Morata-sets-Chelsea-record</id>
    <updated>2017-11-24T21:14:07+00:00</updated>
    <published>2017-11-24T21:14:07+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Alvaro Morata has had a hand in 12 goals in his first 11 Premier Leaguer matches for Chelsea (8 goals, 4 assists) - more than anyone in the club’s history</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-24, with 30 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Conte took charge of his 50th Chelsea game</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Conte-took-charge-of-his-50th-Chelsea-game"/>
    <id>/Conte-took-charge-of-his-50th-Chelsea-game</id>
    <updated>2017-11-19T10:10:03+00:00</updated>
    <published>2017-11-19T10:10:03+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Antonio Conte took charge of his 50th Premier League game in victory over West Brom. The four nil win was Chelsea’s biggest win at the Hawthorns.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-19, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Eden Hazard moves to fourth top scorer in Premier League</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Eden-Hazard-moves-to-fourth-top-scorer-in-Premier-League"/>
    <id>/Eden-Hazard-moves-to-fourth-top-scorer-in-Premier-League</id>
    <updated>2017-11-19T10:08:09+00:00</updated>
    <published>2017-11-19T10:08:09+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Hazard now has 60 goals in the Premier League for Chelsea, which makes him the fourth leading goalscorer for the Blues in the competition</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-19, with 24 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea Ladies reach last eight</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-reach-last-8"/>
    <id>/chelsea-ladies-reach-last-8</id>
    <updated>2017-11-15T19:50:03+00:00</updated>
    <published>2017-11-15T19:50:03+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea Ladies reached the last eight of the women’s champions league for the first time in the clubs history after beating third seed Rosengard four nil on aggregate.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-15, with 28 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] The Case For RSS</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-case-for-rss"/>
    <id>/the-case-for-rss</id>
    <updated>2017-11-10T00:00:00+00:00</updated>
    <published>2017-11-10T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting 512 Pixels</name>
      <uri>https://512pixels.net/2017/11/the-case-for-rss/</uri>
    </author>
    <content type="html"><![CDATA[<p>RSS is still absolutely crucial to me. I am stuck with Feedly at least until other RSS readers can be used alongside IFTTT.</p>

<blockquote>
  <p>If a few days go by, I can open RSS and go through my carefully curated list of websites and get caught back up with the world.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2017-11-10, with 52 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Ramona Bachmann scores on 50th appearance</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Ramona-Bachmann-scores-on-50th-appearance"/>
    <id>/Ramona-Bachmann-scores-on-50th-appearance</id>
    <updated>2017-11-09T07:47:16+00:00</updated>
    <published>2017-11-09T07:47:16+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>On her 50th Women’s Champions League appearance, Ramona Bachmann scored in Chelsea’s 3-0 victory against her old club FC Rosengard.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-09, with 20 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea record wins over Utd</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-record-wins-over-Utd"/>
    <id>/Chelsea-record-wins-over-Utd</id>
    <updated>2017-11-05T22:36:34+00:00</updated>
    <published>2017-11-05T22:36:34+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Man United have lost more Premier League games (18) and conceded more goals (67) against Chelsea than any other side.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-05, with 20 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea dominate United</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-dominate-United"/>
    <id>/Chelsea-dominate-United</id>
    <updated>2017-11-05T22:28:38+00:00</updated>
    <published>2017-11-05T22:28:38+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The Blues have lost just one of their last 16 Premier League home matches against Man Utd, winning 10 and drawing five.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-05, with 22 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Morata heads winner</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Morata-heads-winner"/>
    <id>/Morata-heads-winner</id>
    <updated>2017-11-05T22:25:00+00:00</updated>
    <published>2017-11-05T22:25:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Morata has scored 10 headed goals in league competition since the start of last season - no player in the big five European leagues has scored more</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-05, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Secret Hitler - president picks investigator</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sh-advanced-play-investigated"/>
    <id>/sh-advanced-play-investigated</id>
    <updated>2017-11-01T00:00:00+00:00</updated>
    <published>2017-11-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>If a player gets investigated as a liberal then on that players go as President they should pick the investigator as chancellor.</p>

<p>The chancellor cannot realistically conflict here as they will just be declared fascist, as they have already declared the president liberal. The only issue would be if both players were fascist.</p>

<p>In most cases the fascist would play blue to remain hidden.</p>

<p>The optimum time to do this play would be on a 4-1 or 4-2 liberal board.</p>

          <p><center>***</center></p>
          <p> // Published 2017-11-01, with 80 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Fool proof dairy free yorkshire pudding</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/yorkshire-pudding"/>
    <id>/yorkshire-pudding</id>
    <updated>2017-11-01T00:00:00+00:00</updated>
    <published>2017-11-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Fool proof method for yorkshire pudding which is also dairy free.</p>

<ul>
  <li>1 egg per person.</li>
  <li>crack and pour into measuring jug.</li>
  <li>add flour to equal measure.</li>
  <li>add almond milk in equal measure.</li>
  <li>add salt and pepper.</li>
  <li>mix well and leave to rest for around 10 minutes.</li>
  <li>Oil into a pan into a hot oven and leave until smoking.</li>
  <li>Pour in mixture and return to oven asap.</li>
  <li>Cook for 25 minutes.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-11-01, with 72 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Cesc the centurion</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/cesc-the-centurion"/>
    <id>/cesc-the-centurion</id>
    <updated>2017-10-31T19:30:21+00:00</updated>
    <published>2017-10-31T19:30:21+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Cesc Fabregas became the fifth youngest player to make 100 Champions League appearances (30 years and 180 days old).</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-31, with 19 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea lose in Europe</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Chelsea-lose-in-Europe"/>
    <id>/Chelsea-lose-in-Europe</id>
    <updated>2017-10-31T00:00:00+00:00</updated>
    <published>2017-10-31T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea are the 1st English team to lose in the Champions League this season, in 17 matches (12 wins and 4 draws)</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-31, with 22 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Morata most involved</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/morata-most-involved"/>
    <id>/morata-most-involved</id>
    <updated>2017-10-30T23:59:00+00:00</updated>
    <published>2017-10-30T23:59:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Alvaro Morata is the first Chelsea player to be directly involved in 10 or more goals across all competitions this season.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-30, with 21 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://electroverse.octopus.energy/sign-up/magic?referralCode=aglow-louse-16571">Electroverse - £5 free credit when you join.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Eden has 5 in 5 against Cherries</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eden-5-in-5-vs-bournemouth"/>
    <id>/eden-5-in-5-vs-bournemouth</id>
    <updated>2017-10-28T21:45:00+00:00</updated>
    <published>2017-10-28T21:45:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Eden Hazard has scored 5 goals in his last 5 games against Bournemouth as the Belgian scored the only goal in Chelsea’s win over the Cherries.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-28, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Hazard 3 goals in 3</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hazard-3-in-3"/>
    <id>/hazard-3-in-3</id>
    <updated>2017-10-28T19:45:00+00:00</updated>
    <published>2017-10-28T19:45:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Eden Hazard has netted 3 goals in his last 3 games for Chelsea in all competitions, as many as in his previous 17</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-28, with 23 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Rüdiger nets first goal for club</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/rudi-nets-goal"/>
    <id>/rudi-nets-goal</id>
    <updated>2017-10-26T10:45:00+00:00</updated>
    <published>2017-10-26T10:45:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Antonio Rüdiger became the 453rd player to score a competitive goal for chelsea and the 15th different player this season after heading the opening goal in our two one victory over Everton in the League Cup.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-26, with 36 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea have scored six headed goals from just seven headers on target</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/six-headed-goals-from-seven-headers"/>
    <id>/six-headed-goals-from-seven-headers</id>
    <updated>2017-10-23T20:45:00+00:00</updated>
    <published>2017-10-23T20:45:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea have scored six headed goals from just seven headers on target in the Premier League this season.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-23, with 18 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Setting up an online account</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/setting-up-an-online-account"/>
    <id>/setting-up-an-online-account</id>
    <updated>2017-10-23T00:00:00+00:00</updated>
    <published>2017-10-23T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Before signing up to any website or service I go through the following process:</p>

<ul>
  <li>identify site.
    <ul>
      <li>search for account deletion options
        <ul>
          <li>on site</li>
          <li>on search engine</li>
        </ul>
      </li>
    </ul>
  </li>
  <li>search for two factor authentication options</li>
  <li>
    <p>search for integrations (ifttt, shortcuts.app, other automation tools, etc)</p>
  </li>
  <li>read TOCs and privacy policy</li>
  <li>look at subscription options</li>
  <li>
    <p>create account with throw away email address and password</p>
  </li>
  <li>password reset
    <ul>
      <li>if password is plain text delete / change details and find alternative website/service</li>
      <li>else continue</li>
    </ul>
  </li>
  <li>correct email and password on account.</li>
  <li>leave as many profile fields empty as possible and delete data where possible.</li>
  <li>use dedicated one off email address or tag like user+tag[@].domain.tld</li>
  <li>enable two factor auth options</li>
  <li>add account to password manager</li>
  <li>use service</li>
</ul>

<p>At any point the information returned is not acceptable find an alternative.</p>

<p>Essentially only sign up to services/sites that:</p>

<ul>
  <li>support 2FA</li>
  <li>do not store passwords in plain text</li>
  <li>share my ethics/morals</li>
  <li>do not share my data other than absolutely necessary</li>
  <li>allows account to be deleted</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-23, with 179 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Azpilicueta has scored or assisted 5</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/azpilicueta-is-creative"/>
    <id>/azpilicueta-is-creative</id>
    <updated>2017-10-21T14:50:00+00:00</updated>
    <published>2017-10-21T14:50:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>WhoScored say Cesar Azpilicueta has scored or assisted 5 Premier League goals this season, more than any other defender (1 goal, 4 assists) after netting against Watford.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-21, with 27 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Chelsea defenders have scored more Premier League goals</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/defenders-score-goals"/>
    <id>/defenders-score-goals</id>
    <updated>2017-10-21T14:45:00+00:00</updated>
    <published>2017-10-21T14:45:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Since the start of last season, Chelsea have scored more Premier League goals (19) via defenders than any other team. After Azpilicueta scores Chelsea’s third in a four two win over Watford.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-21, with 32 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Michy Batshuayi - Six Goals in Nine Premier League Apps</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/michy-brace-at-home-to-watford"/>
    <id>/michy-brace-at-home-to-watford</id>
    <updated>2017-10-21T14:40:00+00:00</updated>
    <published>2017-10-21T14:40:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Michy Batshuayi has scored six goals in his last nine premier league appearances, after netting just once in his previous 17.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-21, with 21 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pedro involved in 20 goals in 2017</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pedro-20-goals-in-2017"/>
    <id>/pedro-20-goals-in-2017</id>
    <updated>2017-10-21T13:00:00+00:00</updated>
    <published>2017-10-21T13:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>OptaJoe says Pedro has had a hand in more goals in all comps in 2017 than any other Chelsea player (with 12 goals and 8 assists).</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-21, with 26 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Web Apps - Essential Websites and Digital Tools List</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/Key-websites-and-webapps-used"/>
    <id>/Key-websites-and-webapps-used</id>
    <updated>2017-10-18T00:00:00+00:00</updated>
    <published>2017-10-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="a-list-of-key-web-sitesapps-that-i-use">A list of key web sites/apps that I use</h2>

<ul>
  <li>1Password</li>
  <li>Amazon</li>
  <li>Apple</li>
  <li>Cloudflare</li>
  <li>Dropbox</li>
  <li>Feedly</li>
  <li>Fitbit</li>
  <li>Github</li>
  <li>Google</li>
  <li>IFTTT</li>
  <li>Reddit</li>
  <li>Strava</li>
  <li>Slack</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-18, with 25 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Clothes - Minimalist Wardrobe and Clothing Philosophy</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/clothing"/>
    <id>/clothing</id>
    <updated>2017-10-18T00:00:00+00:00</updated>
    <published>2017-10-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A list of clothes a minimalist idealist writes…</p>

<h2 id="clothes">clothes</h2>

<ul>
  <li>
    <p>1 lightweight zip up jacket</p>
  </li>
  <li>2 loose-fit gap jeans (blue, light blue)</li>
  <li>1 bootcut gap jeans (blue)</li>
  <li>2 CFC thick shorts</li>
  <li>2 CFC thin shorts</li>
  <li>
    <p>2 pyjama tops/shorts</p>
  </li>
  <li>1 light grey sleeveless hoodie</li>
  <li>1 CFC hoodie</li>
  <li>1 bench jumper</li>
  <li>
    <p>1 black jumper</p>
  </li>
  <li>
    <p>14 pairs of sports socks</p>
  </li>
  <li>
    <p>14 pairs of underwear</p>
  </li>
  <li>5 Black longline muscle fit t-shirts</li>
  <li>2 white longline muscle fit t-shirts</li>
  <li>2 green longline muscle fit t-shirts</li>
  <li>
    <p>2 grey longline muscle fit t-shirts</p>
  </li>
  <li>3 blue lightweight tops</li>
  <li>2 black lightweight tops</li>
  <li>1 green lightweight tops</li>
  <li>1 grey gilet</li>
</ul>

<h2 id="formal">Formal</h2>

<ul>
  <li>1 two piece blue suit</li>
  <li>1 shirt</li>
  <li>10 ties</li>
  <li>7 pairs regular grey/black suit socks</li>
</ul>

<h2 id="running-gear">Running gear</h2>

<ul>
  <li>3 orange/white-mesh sleeveless running tops</li>
  <li>2 neon/black sleeveless running tops</li>
  <li>5 grey shorts</li>
  <li>1 tapered bottoms</li>
</ul>

<h2 id="footwear">Footwear</h2>

<ul>
  <li>hiking trainers</li>
  <li>sketchers</li>
  <li>black suit shoes</li>
  <li>brown suit shoes</li>
  <li>running shoes</li>
  <li>indoor football shoes</li>
  <li>2x Flip Flops</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-18, with 175 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] High intensity interval training sets</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/hiit-sets"/>
    <id>/hiit-sets</id>
    <updated>2017-10-18T00:00:00+00:00</updated>
    <published>2017-10-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>repeat 5 times 30 seconds with 15 second rests</li>
</ul>

<h2 id="super-set">Super Set</h2>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Stepping
Squats
Running on spot
Shadow Boxing (Right)
Shadow Boxing (Left)
Stepping
Running high knees
Crouched punches
</code></pre></div></div>

<h2 id="ab-set">Ab Set</h2>

<div class="language-plaintext highlighter-rouge"><div class="highlight"><pre class="highlight"><code>Plank Walk
Reverse crunches
Barbell lifts
Floating arm leg swings
Russian ab twists
Cycling crunches
Mountain climbers
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2017-10-18, with 61 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Apple Crumble - Classic Recipe and Cooking Guide</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apple-crumble"/>
    <id>/apple-crumble</id>
    <updated>2017-10-17T00:00:00+00:00</updated>
    <published>2017-10-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Serves 4</li>
  <li>Preparation time less than 30 mins</li>
  <li>Cooking time 30 mins to 1 hour</li>
</ul>

<h2 id="ingredients">Ingredients</h2>

<h3 id="crumble">Crumble</h3>

<ul>
  <li>300g/10½oz plain flour, sieved pinch of salt</li>
  <li>175g/6oz unrefined brown sugar</li>
  <li>200g/7oz unsalted butter, cubed at room temperature</li>
  <li>Knob of butter for greasing</li>
</ul>

<h3 id="filling">Filling</h3>

<ul>
  <li>450g/1lb apples, peeled, cored and cut into 1cm/½in piece</li>
  <li>50g/2oz unrefined brown sugar</li>
  <li>1 tbsp plain flour</li>
  <li>1 pinch of ground cinnamon</li>
</ul>

<h2 id="method">Method</h2>

<ul>
  <li>Preheat the oven to 180C/350F/Gas 4.</li>
  <li>Place the flour and sugar in a large bowl and mix well. Taking a few cubes of butter at a time rub into the flour mixture. Keep rubbing until the mixture resembles breadcrumbs.</li>
  <li>Place the fruit in a large bowl and sprinkle over the sugar, flour and cinnamon. Stir well being careful not to break up the fruit.</li>
  <li>Butter a 24cm/9in ovenproof dish. Spoon the fruit mixture into the bottom, then sprinkle the crumble mixture on top.</li>
  <li>Bake in the oven for 40-45 minutes until the crumble is browned and the fruit mixture bubbling.</li>
  <li>Serve with thick cream or custard.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-17, with 182 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>If you get value from this site, please share this post with someone you think will like it and support me with a <a href="https://ko-fi.com/thechelsuk">ko-fi</a>.</p>
          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://ko-fi.com/thechelsuk">Support thechelsuk on Ko-fi</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Bread and Butter Pudding</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/bread-and-butter-pudding"/>
    <id>/bread-and-butter-pudding</id>
    <updated>2017-10-17T00:00:00+00:00</updated>
    <published>2017-10-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Bread and Butter Pudding makes a lovely dessert, and is so easy to make.</p>
</blockquote>

<ul>
  <li>Preparation time: 30 Minutes</li>
  <li>Cooking time: 50 Minutes</li>
</ul>

<p>Ideally it should be light in texture with a nice crispy golden top and served hot is a perfect finish to a meal, if you really want to spoil yourself, put home made custard or ice cream on when you serve.</p>

<p>People sometimes confuse Bread and Butter Pudding with Bread Pudding which is something different, but just as tasty in its own way. Both puddings were traditionally seen as opportunities to use up stale bread.</p>

<h2 id="ingredients-serves-4">Ingredients: Serves 4</h2>

<ul>
  <li>4/6 thin or medium sliced bread and butter</li>
  <li>1 pint of milk</li>
  <li>2 eggs</li>
  <li>50g sultanas or raisins</li>
  <li>50g currants</li>
  <li>50g sugar</li>
  <li>Grated nutmeg</li>
</ul>

<h2 id="cooking-instructions">Cooking Instructions</h2>

<ul>
  <li>Grease a medium sized ovenproof dish (about 6-8”).</li>
  <li>Butter the bread and then cut bread into triangles.</li>
  <li>Cover the bottom of the dish with a layer of bread then a layer of fruit and sugar on top, then another layer of bread with more fruit and sugar, finishing with a final layer of bread.</li>
  <li>Beat the eggs and milk together in a bowl.</li>
  <li>Then pour the milk and eggs over the pudding.</li>
  <li>Leave to stand for 10-20 minutes, until the eggs and the milk have soaked into the bread.</li>
  <li>Sprinkle a little ground nutmeg and a dusting of sugar to make the top nice and crispy.</li>
  <li>Cook for 50 minutes on gas mark 3 100c/200f.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-17, with 251 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] No-Bake Cake - Simple Recipe for Kids and Adults</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/no-bake-cake"/>
    <id>/no-bake-cake</id>
    <updated>2017-10-17T00:00:00+00:00</updated>
    <published>2017-10-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>a no-bake cake that’s perfect for making with children. You can also pick and mix the fillings to suit your taste</p>
</blockquote>

<h2 id="ingredients">Ingredients</h2>

<ul>
  <li>250g/8oz digestive biscuits</li>
  <li>150g/5oz milk chocolate</li>
  <li>150g/5oz dark chocolate</li>
  <li>100g/3½oz unsalted butter</li>
  <li>150g/5oz golden syrup</li>
  <li>100g/3½oz dried apricots, chopped</li>
  <li>75g/2½oz raisins</li>
  <li>60g/2oz pecans, chopped (optional)</li>
  <li>Preparation method</li>
</ul>

<h2 id="method">Method</h2>

<ul>
  <li>Use cling film to line a 20cm (8in) shallow, square-shaped tin. Leave extra cling film hanging over the sides.</li>
  <li>Bash the biscuits into pieces using a rolling pin. (Put them in a plastic bag first so they don’t go everywhere!)</li>
  <li>Melt chocolate, butter and golden syrup in a heatproof bowl set over a pan of simmering water. Stir occasionally.</li>
  <li>Remove the bowl from the heat and stir in the broken biscuits, apricots, raisins and pecans (optional).</li>
  <li>Spoon the mixture into the tin.</li>
  <li>Level the surface by pressing it down with a potato masher.</li>
  <li>Leave to cool, then put the chocolate mixture in the fridge for 1-2 hours to set.</li>
  <li>Turn out the cake and peel off the cling film.</li>
  <li>Cut the cake into 12 squares and enjoy!</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-17, with 185 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Pizza base recipe</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/pizza-base"/>
    <id>/pizza-base</id>
    <updated>2017-10-17T00:00:00+00:00</updated>
    <published>2017-10-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="ingredients">Ingredients</h2>

<ul>
  <li>1kg of ‘00’ flour</li>
  <li>1 teaspoon of fine sea salt</li>
  <li>14g of dried yeast</li>
  <li>1 tabelspoon of golden caster sugar</li>
  <li>4 tablespoon of extra virgin olive oil</li>
  <li>650ml of lukewarm water (200 boiled, 450 cold)</li>
</ul>

<h2 id="method">Method</h2>

<ul>
  <li>sieve flour + salt on to large work top</li>
  <li>mix yeast, oil and water in a jug and leave to activate (5-10 mins)</li>
  <li>mix fluid again before use</li>
  <li>make well in the flour and pour in fluid</li>
  <li>fork in flour and mix and bring in more and more</li>
  <li>once it becomes sticky use flour-dusted hands to work into ball</li>
  <li>
    <p>kneed dough until smooth and springy</p>
  </li>
  <li>place dough in a large flour-dusted bowl</li>
  <li>cover with a damp cloth in a warm area</li>
  <li>leave for an hour and dough should have doubled in size</li>
  <li>
    <p>remove dough on to flour-dusted worktop and knock back dough</p>
  </li>
  <li>
    <p>either wrap balls in cling film and put in fridge / freezer until needed or use immediately.</p>
  </li>
  <li>roll pizza out into base about 15-20 minutes before use</li>
  <li>put pizza slate in over and heat to recipe temperature</li>
  <li>place pizza base on slate and add toppings</li>
  <li>cook in over for 18-20 minutes</li>
  <li>serve</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-17, with 203 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] iOS Apps for Productivity</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/apps-list"/>
    <id>/apps-list</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Drafts</li>
  <li>Scriptable</li>
  <li>Working Copy</li>
  <li>Textastic</li>
  <li>Shortcuts</li>
  <li>IFTTT</li>
  <li>1Password</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 10 words.</p>
          <p><center>***</center></p>
          <hr/>
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          <p>Finally, here is a special sponsor/advert link just for you; <a rel="sponsored" href="https://apps.apple.com/gb/app/hiyd/id6746853559">Hiyd - The Jekyll companion app for iOS.</a><br/>[T&Cs apply].</p>
    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Consecutive Premier League losses for Conte again</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-lose-to-palace"/>
    <id>/chelsea-lose-to-palace</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Opta Joe says Chelsea lost consecutive Premier League games under Antonio Conte for just the second time, after loss to Crystal Palace.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 22 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Drafts App web capture</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/drafts-app-web-capture-template"/>
    <id>/drafts-app-web-capture-template</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="draftswebcapturetemplate">drafts.web.capture.template</h2>

<p>This is the template used for capturing text from a blog as a sort of linked post with with source information at the bottom. This can be further enhanced with html styling to match a blog post.</p>

<div class="language-markdown highlighter-rouge"><div class="highlight"><pre class="highlight"><code>[[title]]

[[selection]]

<span class="nt">&lt;a</span> <span class="na">href=</span><span class="s">"[[url]]"</span><span class="nt">&gt;</span>Author / Publication<span class="nt">&lt;/a&gt;</span>
</code></pre></div></div>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 55 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Mute filters for Tweetbot</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/mute-filters-for-tweetbot"/>
    <id>/mute-filters-for-tweetbot</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>A bunch of regexes for muting on TweetBot, the popular iOS/Mac twitter app.
It is recommended you test regexes with some tweet text (TweetBot lets you copy a tweet’s text) so paste it on regexr.com The TweetBot app also shows you how many tweets are returned from your timeline for said regex, check these!</p>

<h2 id="check-ins-social-sites-user-requests-etc">Check-ins, social sites user requests etc</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">(?i)checked.*in</code> - I checked in at…</li>
  <li><code class="language-plaintext highlighter-rouge">LinkedIn</code> - Linked In</li>
  <li><code class="language-plaintext highlighter-rouge">(?i)please.*(\bwatch\b|\bfollow\b)|(\bwatch\b|\bfollow\b).*(me|please|back)</code> - Follow me, watch me, follow back, watch me please, follow me please etc</li>
  <li><code class="language-plaintext highlighter-rouge">( RT -|LIKE -)</code> - people stil use these instead of proper polls.</li>
  <li><code class="language-plaintext highlighter-rouge">I.liked.a.@YouTube.video</code> - youtube etc</li>
</ul>

<h2 id="irritants">Irritants</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">#(([D|d]arts\w*)|([A|a]shes\w*))|([B|b]oxing\w*))</code> — Sports I don’t care for</li>
  <li><code class="language-plaintext highlighter-rouge">go again</code> - Gerrard said this once, now everyone does. irritating as f*ck</li>
  <li><code class="language-plaintext highlighter-rouge">(#NW)|(#Now[W|w]atching)|(#NP)|(#Now[P|p]laying)</code> - now playing/watching</li>
</ul>

<h2 id="celebs">Celebs</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">([B|b]ieber)|([B|b]ieb)</code> — Filter all references to the word Bieber</li>
  <li><code class="language-plaintext highlighter-rouge">\b([B|b]eckham)\b</code> — Filter all references to the word Beckham</li>
  <li><code class="language-plaintext highlighter-rouge">([K|k]atie [H|h]opkins)</code> - Filter all reference to the rent a troll.</li>
  <li><code class="language-plaintext highlighter-rouge">([D|d]onald [T|t]rump)|[T|t]rump</code> - Donald Trump’s a c***</li>
</ul>

<h2 id="media">Media</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">[D|d]aily [M|m|F|f]ail?|Mail Online|dailym.ai|dailymail.co.uk|[M|m]ail[S|s]port</code> - Daily Mail/Fail</li>
  <li><code class="language-plaintext highlighter-rouge">#[A|a]sk\w*</code> - Any Ask [celeb]</li>
  <li><code class="language-plaintext highlighter-rouge">([X|x] [F|f]actor|[X|x][F|f]actor|#x[F|f]actor)</code> - x factor</li>
  <li><code class="language-plaintext highlighter-rouge">#[E|e]urovision\w*</code> - Eurovision</li>
  <li><code class="language-plaintext highlighter-rouge">#FIFA\w*</code> - Fifa (including the game)</li>
  <li><code class="language-plaintext highlighter-rouge">#GBBO\w*</code> - Great British Bake Off</li>
  <li><code class="language-plaintext highlighter-rouge">#BakeOff\w*</code> - Great British Bake Off</li>
  <li><code class="language-plaintext highlighter-rouge">#BAFTA\w*</code> - Bafta</li>
  <li><code class="language-plaintext highlighter-rouge">#BGT\w*</code> - Britains Got Talent</li>
  <li><code class="language-plaintext highlighter-rouge">#BBC\w*</code> - BBC hashtag</li>
  <li><code class="language-plaintext highlighter-rouge">#ImACeleb</code> - z list shithousery</li>
  <li><code class="language-plaintext highlighter-rouge">#[H|h]omeland</code> - TV show i don’t watch</li>
  <li><code class="language-plaintext highlighter-rouge">(#[T|t]he[A|a]pprentice)|(#[A|a]pprentice)</code> - Apprentice obvs.</li>
  <li><code class="language-plaintext highlighter-rouge">#[B|b]allon\w*</code> - Ballon d’or</li>
  <li><code class="language-plaintext highlighter-rouge">#(Glasto|GLASTO|glasto)\w*</code> - Glastonbury</li>
  <li><code class="language-plaintext highlighter-rouge">#ssnhq\w*</code> - Sky Sports News Hashtags</li>
  <li><code class="language-plaintext highlighter-rouge">#[V|v]ote\w*</code> - Vote hashtags</li>
</ul>

<h2 id="format">Format</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">^[A-Z\s\p{P}]*$</code> - tweets in all caps</li>
  <li><code class="language-plaintext highlighter-rouge">\n{6,}</code> — Posts with 6+ new lines.</li>
  <li><code class="language-plaintext highlighter-rouge">(#.*?){6,}</code> — Posts with 6+ hastags.</li>
  <li><code class="language-plaintext highlighter-rouge">#\w{24,}</code> — Posts that contain long hashtags.</li>
  <li><code class="language-plaintext highlighter-rouge">(@.*){5}</code> - mute all tweets containing more than 5 @ mentions.</li>
  <li><code class="language-plaintext highlighter-rouge">^((#|@)\S+\s*)+$</code> - Tweets consisting solely of @usernames and #hashtags, separated by whitespace</li>
</ul>

<h2 id="accounts">Accounts</h2>

<ul>
  <li><code class="language-plaintext highlighter-rouge">[P|p]redict[T|t]he[S|s]ix</code> - some people i follow promote these, but i don’t really care</li>
  <li><code class="language-plaintext highlighter-rouge">[C|c]helsea[F|f]ansYT</code> - some people i follow promote these, but i don’t really care</li>
  <li><code class="language-plaintext highlighter-rouge">[B|b]reath[S|s]port</code> - some people i follow write for these but i don’t really care.</li>
  <li><code class="language-plaintext highlighter-rouge">[B|b]reathe[S|s]port</code> - some people i follow write for these but i don’t really care.</li>
  <li><code class="language-plaintext highlighter-rouge">[G|g]et[W|w]est[C|c]helsea</code> - some people i follow write for these but i don’t really care.</li>
  <li><code class="language-plaintext highlighter-rouge">uMAXitFootball</code> - some people i follow write for these but i don’t really care.</li>
</ul>

<h2 id="apps-mute-clients">Apps (mute clients)</h2>

<ul>
  <li>SumAll</li>
  <li>SumAll Authentication</li>
  <li>Twitter Ads</li>
  <li>Unfollowers</li>
  <li>Unfollowers.me</li>
  <li>Untappd</li>
  <li>LinkedIn</li>
  <li>JustUnfollow</li>
  <li>Foursquare</li>
  <li>fllwrs</li>
  <li>Deezer</li>
  <li>BreatheSport</li>
  <li>Bloglovin</li>
  <li>Twibbon</li>
  <li>Kicca (Syndicate)</li>
  <li>SnappyTV.com</li>
  <li>SoundCloud</li>
  <li>Facebook</li>
  <li>Crowdfire App</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 509 words.</p>
          <p><center>***</center></p>
          <hr/>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Secret Hitler - Power Play on 4 liberal vs 2 fascist board</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sh-advanced-powerplay"/>
    <id>/sh-advanced-powerplay</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="advanced-game-play">Advanced game play</h2>

<p>On a board of 4 liberals vs 2 fascist cards it is advised to pick the next president as chancellor.</p>

<p>The chancellor is in a position of having to declare their team, either by winning the game for liberals or keeping fascists in the game, on the assumption the president is liberal and draws a blue card.</p>

<p>This strategy gives the room more information on the next president and chancellor and should they end up in conflict, can be voted down, having identified one fascist from two players.</p>

<p>The rest of the room should be able to carry on with a liberal majority.
If the combination draws 3R policies the room can judge whether this is likely and whether to ‘freeze’ the two players from further action for safety.</p>

<p>The deck would suggest three reds is more likely given 4 of the 6 blues have been played, but the strategy is worth it for the information you gain.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 162 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Secret Hitler - Top-decking before the reshuffle.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/sh-advanced-topdecking"/>
    <id>/sh-advanced-topdecking</id>
    <updated>2017-10-16T00:00:00+00:00</updated>
    <published>2017-10-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h2 id="advanced-game-play">Advanced game play</h2>

<p>It is advantageous for liberals to ‘nein’ 3 successive governments at the point five cards remain in the deck and the previous claims suggest seeing just four blues. In other words there are two blues remaining.</p>

<p>This forces the top card to be played. Which may or may not be red, and as long as the board has seen 4 blues claimed, it’s likely 2, 3, or 4 have been played. Especially in even number games when the fascists have to be more discreet.</p>

<p>The next successful government then has to pick the top three cards from the four remaining. If the top-decked card was red, there is a 75% chance of a blue card sitting in the 3 cards drawn. The other could sit bottom and not picked. Or two blues can be picked - forcing a blue to be played - unless both the president and chancellor are both fascists.</p>

<p>If three reds are played it proves that a previous president had lied about the claim. Or indeed the most recent government claiming three reds, although the logic when discussed puts great pressure on the president to play the blue.</p>

<p>In over 1000 games played, it is very common to see the liberals lead three blues to two reds at the reshuffle, if the deck has been unlucky or fascists have been in power twice the deck might be two blue to three red. So this advanced gameplay helps give the liberals the advantage and points the finger at previous presidents - maybe those claiming three reds, or those claiming just one blue but actually getting two or three.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-16, with 275 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Gadgets - Essential Tech Tools and Device Collection</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/gadget-list"/>
    <id>/gadget-list</id>
    <updated>2017-10-15T00:00:00+00:00</updated>
    <published>2017-10-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>iPad Pro 12.9’</li>
  <li>iPhone 8+</li>
  <li>Garmin ForeRunner 235</li>
  <li>Airpods</li>
  <li>Bone conducting headphones</li>
  <li>Anker powerbank 10100</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-15, with 17 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] News consumption and read later.</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/news-consumption-and-read-later"/>
    <id>/news-consumption-and-read-later</id>
    <updated>2017-10-15T00:00:00+00:00</updated>
    <published>2017-10-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>I subscribe to all RSS feeds on Feedly with their free tier. I stay on their title list view. A touch on iOS adds the news item to their ‘saved for later’ tag. A click of the bookmark icon on other devices does the same.</p>

<p>I the use an IFTTT to send any new “saved for later” articles to my email.
This is the registered email for the IFTTT account. I have saved this to my contacts with the name ‘Read Later’.</p>

<p>Having tried Pocket, Apple News, Apple’s reading list (removed in iOS 11.0.x) and a bunch of other apps, getting an email seems the simplest way to focus on what to read.</p>

<p>I am strict on who/what I get emails from, so handle less than 20 a day.</p>

<p>I also have an IFTTT that takes the first url of a saved tweet and saves it to Feedly’s ‘saved for later’ list too.</p>

<p>Websites that don’t provide RSS like ChelseaFC.com are a crime against humanity.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-15, with 165 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Podcasts - Personal Listening List and Recommendations</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/podcasts-list"/>
    <id>/podcasts-list</id>
    <updated>2017-10-13T00:00:00+00:00</updated>
    <published>2017-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Do By Friday</li>
  <li>Marathon Talk</li>
  <li>The Blues Kitchen Radio</li>
  <li>ScrumMaster Toolbox</li>
  <li>Deliver It</li>
  <li>Canvas</li>
  <li>Agile for Humans</li>
  <li>AppStories</li>
  <li>Cucumber</li>
  <li>Developer on Fire</li>
  <li>Developer Tea</li>
  <li>If There Is Hell Below</li>
  <li>Intelligence squared</li>
  <li>Meta-Cast</li>
  <li>Mac Power Users</li>
  <li>Kermode and Mayo’s Film Review</li>
  <li>On the Media</li>
  <li>The Perch Podcast</li>
  <li>Shop Talk Show</li>
  <li>SuperTop</li>
  <li>The Talk Show</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-10-13, with 55 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Value over urgency</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/value-over-urgency"/>
    <id>/value-over-urgency</id>
    <updated>2017-10-13T00:00:00+00:00</updated>
    <published>2017-10-13T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Working on two week iterations, it is possible the business requires something urgently. Quite often there is a desire to deliver this piece of work over other things. Other things already committed to in the sprint. Being agile should make the team question whether something considered urgent is the most valuable thing to deliver.</p>

          <p><center>***</center></p>
          <p> // Published 2017-10-13, with 54 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Setting up a new scrum team</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/setting-up-new-scrum-team"/>
    <id>/setting-up-new-scrum-team</id>
    <updated>2017-08-01T00:00:00+00:00</updated>
    <published>2017-08-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<ul>
  <li>Team members</li>
  <li>Team name</li>
  <li>Group email address</li>
  <li>Accounts setup, access to local filesystems, backlog, and any settings</li>
  <li>Definition of done</li>
  <li>Way of working - procedures and workflows</li>
  <li>Code of practice - how to behave</li>
  <li>Co-location - sit together, desk space, chairs, whiteboards</li>
  <li>Meetings/Calendars set up (planning, stand-up, refinement, review)</li>
  <li>Inform the business</li>
  <li>Slack channel (or other communication tool) created and team members invited.</li>
</ul>

          <p><center>***</center></p>
          <p> // Published 2017-08-01, with 65 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] FourFourTwo - Cult Heroes - Gianfranco Zola</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/fourfourtwo-cult-heroes"/>
    <id>/fourfourtwo-cult-heroes</id>
    <updated>2016-03-01T00:00:00+00:00</updated>
    <published>2016-03-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>It’s almost unheard of these days that a Chelsea player would be universally liked…</p>
</blockquote>

<p>Chelsea: Gianfranco Zola (Striker, 1996-2003) (@ChelseaStats)</p>

<p>“It’s almost unheard of these days that a Chelsea player would be universally liked but his attitude and infectious smile made Zola special”</p>

<p>“Chelsea were nothing special back in 1996, but were at the beginning of a glorious 20-year period. Zola, a £4.5m signing of Ruud Gullit’s, was immediately involved en route to winning the FA Cup for the first time in 26 years. “He was voted FWA Player of the Year despite having only joined in November, and went on to score the winning goal in the European Cup Winners’ Cup final against Stuttgart in 1998. Tying Julian Dicks up in knots was another personal highlight.</p>

<p>“Simply, he gave us unprecedented quality. It’s almost unheard of these days that a Chelsea player would be universally liked but his attitude and infectious smile made Zola special and different to most modern day footballers.” Favourite moment: “Turning Jamie Carragher inside out and leaving him on his backside, beating another two Liverpool players in the process.”</p>

          <p><center>***</center></p>
          <p> // Published 2016-03-01, with 186 words.</p>
          <p><center>***</center></p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Eaglesbeak - The Chelsea View 2016</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-the-chelsea-view-2016"/>
    <id>/eaglesbeak-the-chelsea-view-2016</id>
    <updated>2016-01-01T00:00:00+00:00</updated>
    <published>2016-01-01T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Earlier in the season we had a chat with the team at Chelsea Stats so we got in touch with them again to find out how things have changed since then along with their views on the match up this weekend.</p>

<h4 id="q-how-has-the-season-been-for-you-since-we-spoke-in-august-before-the-palace-win-at-stamford-bridge">Q. How has the season been for you since we spoke in August before the Palace win at Stamford Bridge?</h4>

<p>Ha! A complete disaster so far. I am quite laid back about it though. I have been supporting Chelsea long enough to have witnessed much worse than the current situation, I am not one of those that demands or expects success. I have been very fortunate to have seen us win almost every trophy in my lifetime so a bad run is just a chance for someone else to enjoy their team’s moment. My love for the club will never change.</p>

<h4 id="q-was-it-the-right-decision-to-sack-jose-mourinho">Q. Was it the right decision to sack Jose Mourinho?</h4>

<p>No, I do not think it was. Mourinho spoke to the board and told them he needed new players and warned this would happen. The club took commercial matters over on field success when they organised a post season and then pre season tours after a gruelling season last year when it was clear we were struggling with fatigue and reliant on ‘grinding our results’. The club failed to heed the warning and have paid the price by sacking the most successful manager we have ever had and severing ties of any potential long term plan.</p>

<h4 id="q-is-guus-hiddink-the-right-man-to-steady-the-ship-and-who-do-you-want-to-be-appointed-in-the-summer">Q. Is Guus Hiddink the right man to steady the ship and who do you want to be appointed in the summer?</h4>

<p>Guus is different. Mourinho is abrasive and divisive and you either love him or hate him. He complained about too many things publicly and a lot then backfired. Hiddink is the opposite. Calm, easy going, laid back and will be good for the club and its reputation. Whether he still has the nous to be a big team manager remains to be seen. I hope so.</p>

<h4 id="q-the-sacking-of-mourinho-was-not-widely-welcomed-by-chelsea-fans-and-some-of-the-players-received-criticism-is-it-only-right-that-the-players-shoulder-some-of-the-blame">Q. The sacking of Mourinho was not widely welcomed by Chelsea fans and some of the players received criticism. Is it only right that the players shoulder some of the blame?</h4>

<p>Yes, the players are ultimately responsible for what happens on the pitch. They have not performed anywhere near well enough compared to the benchmarks they set out over the last two seasons. They should have been complaining to the club at the end of the season about the tours and scheduling.</p>

<h4 id="q-how-active-do-you-think-the-club-will-be-in-the-transfer-window-and-what-do-you-think-your-needs-are">Q. How active do you think the club will be in the transfer window and what do you think your needs are?</h4>

<p>We need a box to box midfielder, a central defender and with Branislav Ivanovic yet to be offered a new deal, a right back too. We also probably need two or three strikers depending on whether Radamel Falcao and Loic Remy leave (they probably should so they can play), whether Diego Costa heads back to Spain and whether we bite the bullet and give our youth players a go.</p>

<h4 id="q-what-are-your-thoughts-on-the-patrick-bamford-situation-following-his-decision-to-cut-his-loan-short-at-palace">Q. What are your thoughts on the Patrick Bamford situation following his decision to cut his loan short at Palace?</h4>

<p>I understand his frustrations being stuck behind a bunch of strikers who have not really been scoring goals. He has a contract between himself, Chelsea and Palace so has a right to initiate or activate any clauses, whether he should have done it so publicly is debatable. He is a smart kid, he knows he needs to play to continue his development and he will now probably have to head overseas as it is clear the Championship is not a good enough test anymore. Maybe a Premier League club needs a striker, I am looking at West Bromwich Albion as a candidate, especially given Berahino’s links to Chelsea. Perhaps there is a deal there.</p>

<h4 id="q-how-do-you-think-palace-have-fared-so-far-this-season-and-where-do-you-think-we-will-finish-in-the-premier-league">Q. How do you think Palace have fared so far this season and where do you think we will finish in the Premier League?</h4>

<p>Brilliantly to begin with, the club has struggled a little bit of late and dropped some points, some of that high energy counter attacking has probably worn the team out a little. I think you will still finish 8th to 12th as I said last time. I am inclined to say top ten now, which is a great season. I am not even sure Chelsea will manage that!</p>

<h4 id="q-which-chelsea-player-do-you-recommend-we-buy-in-fifa16">Q. Which Chelsea player do you recommend we buy in FIFA16?</h4>

<p>Oooh, never played it. Last time I played FIFA it was the 95/96/97 version that first added curl to shots. Get Willian if you can. He is great.</p>

<h4 id="q-when-we-last-spoke-you-made-your-predictions-for-the-domestic-competitions-how-have-they-fared">Q. When we last spoke, you made your predictions for the domestic competitions. How have they fared?</h4>

<p>Well, City are still in with a chance of winning the Premier League, Chelsea are still in the FA Cup and, United were a let down in the League Cup so shame on them!</p>

<h4 id="q-name-one-player-from-each-side-that-the-other-should-be-wary-of-ahead-of-this-fixture">Q. Name one player from each side that the other should be wary of ahead of this fixture</h4>

<p>Diego Costa. I think he has a point to prove and two goals against Watford showed he was back in the penalty area rather than running down the wing. Last time I said Bakary Sako and he ended up getting a goal. This time I think Yohan Cabaye will be key especially against our out of form midfielders.</p>

<h4 id="q-your-prediction">Q. Your prediction?</h4>

<p>A 1-1 draw. A Palace penalty and a Costa goal.</p>

<h4 id="q-please-take-this-opportunity-to-promote-any-projects-that-you-are-currently-working-on">Q. Please take this opportunity to promote any projects that you are currently working on</h4>

<p>Still tweeting at @ChelseaStats and I have recently been working on improving our shot/goal maps. Here is an example from our Watford game.</p>

          <p><center>***</center></p>
          <p> // Published 2016-01-01, with 964 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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    ]]></content>
  </entry>



<entry>
    <title type="text">[post] Vital Walsall - Chelsea - A Fans View</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/vital-walsall"/>
    <id>/vital-walsall</id>
    <updated>2015-09-15T00:00:00+00:00</updated>
    <published>2015-09-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>We contacted ChelseaStats earlier with some probing questions about Chelsea, Jose Mourinho and Wednesday’s match. Here are the answers.</p>
</blockquote>

<p>How long have you supported Chelsea and what was your first match? Well my first game was 1989/90 in the FA Cup against Crewe, a 1-1 draw. I can’t remember too much before that time so lets say that’s the day i became a supporter.</p>

<p>Did the club achieve what you expected in the summer transfer window? In most part yes, we tried to replace like for like with our goalkeeper, left back, striker and promoted some youth into the squad. We signed two centre-backs but of course the big name one was missing. I’m happy with the team though!</p>

<p>What would you say is Chelsea’s weak link? We’ve struggled this season between our right back and centre back and the gap in midfield in front of this area, it’s been found out and targeted often already this season. Against Arsenal we looked to have fixed that, by having Oscar back in the team.</p>

<p>Has the club improved under Mourinho during his second spell opposed to his first? This is quite a tough question. Mourinho’s record in his first spell was phenomenal, but Chelsea did finish second under Ranieri and did make a champions league semi-final. The step up was a huge moment for us, but we were not that far away. This time round Mourinho inherited a team that had won the Europa League and had slipped to third in the league and lower in our Champions League winning season. The work he has done to get us back to being Champions was probably tougher this time round and arguably with a weaker team now then we had back then. His record in terms of results over both spells are pretty similar though</p>

<p>How do you feel you have started this season? Ok actually, I know three defeats, four if you include the community shield sounds bad, but losing to City away, Everton away are not that unusual for us, or many teams. We actually improved on last season by beating West Brom away but had a bad day in losing to Palace at home, they fully deserved their win, but that’s the only result that has concerned me. We seem to have addressed the problems and back on track. I think it’s much about the types of fixtures we’ve had. A lot of our bogey sides (Newcastle away coming up too) that have been played. spaced out over the season it wouldn’t look bad at all, but it’s all happened early. We’ve got difficult games out the way whereas other sides will have their tricky games to come.</p>

<p>What are your expectations for this year following the poor start? I do think City have improved their squad very well and will probably win the league now, but I still expect us to finish second and I’d expect a good run in either/both domestic cups and we should be aiming for Champions League semi-finals every season. I think you need a bit of luck at that stage if you are going to go and win it, but we are arguably in the top 6 sides in Europe so aiming for the final 4 places seems reasonable and logical.</p>

<p>What Chelsea team can we expect on Wednesday night? A few big names, a few squad players and a few kids, with security on the bench if we need it. Lotus-Cheek should start, I think Mourinho has said Terry will play. Remy too. Hopefully you’ll get to see Kenedy who looks quick and strong. Baba Rahman should feature too as he acclimatises to English football.</p>

<p>What do you know of Walsall and have you ever visited the Banks’s Stadium? Never been to the ground but have been to the area a few times. I know you have Lalkovic and kept an eye on results when he was originally on loan. I also was pleased to see you offer £46 season tickets to kids a few years back with a cash-back when a game was attended. I think that should have had more coverage and should be applauded and other clubs following. I don’t know much about the players but can see the side are second behind Burton in the table</p>

<p>And finally….match prediction? I think a 3-1 win, with the third coming late on. so a reasonably edgy close game. We never seem to make things easy for ourselves. Best of luck for the rest of the season.</p>

<p>Vital Walsall wishes to thank ChelseaStats for their detailed and honest answers to our questions.</p>

<p>We wish them the best of luck for the rest of the season…..after Wednesday of course!</p>

          <p><center>***</center></p>
          <p> // Published 2015-09-15, with 789 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] The Sweet Setup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/the-sweet-setup"/>
    <id>/the-sweet-setup</id>
    <updated>2015-09-07T00:00:00+00:00</updated>
    <published>2015-09-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>Every week we post a new interview with someone about what software they use on their Mac, iPhone, or iPad. We do these interviews because not only are they fun, but a glimpse into what tools someone uses and how they use those tools can spark our imagination and give us an idea or insight into how we can do things better.</p>
</blockquote>

<p>New setup interviews are posted every Monday; follow us on RSS or Twitter to stay up to date.</p>

<h3 id="who-are-you-and-what-do-you-do">Who are you and what do you do?</h3>

<p>Editor’s note: This week’s setup features a gentleman who cannot disclose his real name. For the purposes of this interview, we’ll refer to him as Chelsea Stats after his website.</p>

<p>I am Chelsea Stats — a web developer for a government agency that I am not allowed talk about. I essentially make and maintain a bunch of external and internal applications from contacts to bookings to basic WordPress micro-sites. I run my own web design business in my spare time, but mostly I focus on my website and Twitter account, which just recently ticked over 150,000 followers. Which is just insane.</p>

<h3 id="what-is-your-current-setup">What is your current setup?</h3>

<p>I have a mid-2011 Mac Mini with maxed out RAM (8GB). It runs two 27-inch Dell P2714H widescreen monitors. I have another 21-inch Dell P2714H connected to a 13-inch Acer Chromebook.</p>

<p>The Mac uses an external Samsung DVD drive, a Seagate 1TB drive as my Time Machine, Magic Mouse on a Mobee magic charger, a D-link USB hub, and a standard Apple numerical keyboard.</p>

<p>I have two Perixx DX 1000XXL gaming mouse pads as I like the non-slip feel.</p>

<p>The iPhone 6 and an original iPad Mini both sit on an e-kit tablet stand on top of a PURE DAB radio that gets used on Saturday afternoons during the football season.</p>

<p>Everything sits on a desk that I picked up from eBay for around £40 (around $65) 5 years ago. A huge 1.8 metres (71 inches) and a total 223cm (88 inches) with the drawers included.</p>

<p>My setup has built up over time and started on a tight budget whilst providing a pretty impressive office space.</p>

<h3 id="where-can-we-find-your-os-x-wallpaper">Where can we find your OS X wallpaper?</h3>

<p>My wallpaper is actually just a solid colour dark blue, basically because I rarely ever see it and want it to be as distraction-free as possible.</p>

<h3 id="what-software-do-you-use-and-for-what-do-you-use-it">What software do you use and for what do you use it?</h3>

<p>I live in Tweetbot and Chrome split on screen 1 and phpStorm on screen 2. I use Desktops for other apps and will almost certainly have iTunes fullscreen on one, Github for Mac, Slack, IA Writer, Pixelmator, and Excel open too. My entire setup is focused on writing code and publishing content.</p>

<p>The Chromebook is pretty much default. It’s a brilliant bit of kit and the boot speed is a major plus. The only thing of note is I have a plugin to cycle through Chrome tabs so I can keep up to date with league tables, scores, results, and football news whilst having my hands free for the Mac.</p>

<h3 id="how-would-your-ideal-setup-look-and-function">How would your ideal setup look and function?</h3>

<p>I’m pretty content with my setup for now, but my Mac Mini seems to be feeling its age and will be the next thing to be replaced, probably for a new top-spec Mac Mini or a Macbook Pro and dock.</p>

<p>I can’t justify a new iPad yet, but the prospect of multi-tasking is appealing and won’t be supported on my mini.</p>

<h3 id="what-iphone-do-you-have">What iPhone do you have?</h3>

<p>Chelsea Stat’s iphone
Editor’s note: You can find Chelsea Stat’s iPhone wallpaper here.</p>

<p>I have the silver iPhone 6 64GB.</p>

<h3 id="what-apps-do-you-use-the-most-and-why">What apps do you use the most, and why?</h3>

<p>Similar to my Mac, I’m on Tweetbot a lot. I have Castro for listening to podcasts, and Feedly for keeping up with news in football and development. Stats Zone is a great app from FourFourTwo with detailed player and team statistics of the major leagues in Europe. I use the default Apple apps for calendar, reminders, and mail. I’ve tried a bunch of other mail apps but found they all struggled with my iCloud aliases.</p>

<h3 id="which-app-could-you-not-live-without">Which app could you not live without?</h3>

<p>Although I think the Twitter app has improved a great deal recently, I am a Tweetbot fanboy — I even own the t-shirt.</p>

<p>Which iPad do you have?</p>

<p>Chelsea Stat’s iPad mini</p>

<p>I have the original iPad mini. My wallpaper is one of the development sketches for the new Stamford Bridge. It was widely published in the UK Press, but a copy of this one is available here.</p>

<p>How are you using your iPad on a daily basis?</p>

<p>It is basically just used as an extra screen for watching sports since I’ve gotten the iPhone 6 and the Chromebook.</p>

<h3 id="what-apps-do-you-use-the-most-and-why-1">What apps do you use the most, and why?</h3>

<p>Mostly, I use Sky Go, which gives me access to watch sports as part of my TV subscription. I also have Amazon Prime and watch a few movies on the iPad whilst I’m working. Occasionally, I have a game of Chess or Bohnanza — a bean trading game.</p>

<h3 id="which-app-could-you-not-live-without-1">Which app could you not live without?</h3>

<p>Again, it’s Tweetbot for the same reasons as the iPhone.</p>

<p>There are more Sweet Setup interviews right here.</p>

          <p><center>***</center></p>
          <p> // Published 2015-09-07, with 894 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] Eaglesbeak - The Chelsea View 2015</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-the-chelsea-view-2015"/>
    <id>/eaglesbeak-the-chelsea-view-2015</id>
    <updated>2015-08-27T00:00:00+00:00</updated>
    <published>2015-08-27T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>It does not seem too long ago that we were looking forward to a trip to Chelsea but regardless, we had a chat with Chelsea Stats to find out their hopes for the season.</p>

<h4 id="q-what-were-your-hopes-and-dreams-for-the-season-before-a-ball-was-kicked">Q. What were your hopes and dreams for the season before a ball was kicked?</h4>

<p>To be in the top two, I think this is the standard we have set ourselves over the last decade or so. Basically, I would expect us to challenge for the league. I would want to win the FA Cup and go deep in the Champions League too and also hope to see a bit more youth building on the odd performance last season, maybe get more of a run against some of the lesser sides in the league.</p>

<h4 id="q-how-did-chelsea-do-in-the-transfer-market-this-summer-and-is-there-more-to-come-to-think">Q. How did Chelsea do in the transfer market this summer and is there more to come to think?</h4>

<p>We have confirmed Asmir Begovic to replace Cech and Radamel Falcao to replace Drogba. In addition we have signed Baba Rahman, a young back up left back to replace Luis, Kenedy, a young Brazilian winger/forward who looked very good pre-season against Barcelona and of course Pedro who made an immediate impact against West Bromwich Albion. I think we need another defender and probably a midfielder. I am happy with the current team and think they can achieve our aims. Getting Bamford a Premier League loan move was important too.</p>

<h4 id="q-did-you-expect-a-better-start-to-the-season-that-you-have-had">Q. Did you expect a better start to the season that you have had?</h4>

<p>Usually we start strongly, so to only have one point from two and then four from three games, whilst conceding seven times is a bit of a concern. Based just on the number of games it is our worst start since 2000-2001, but we are actually no worse off when comparing points to the same fixtures last season. The only issue, really, is that City have gained two against us that they did not have last season.</p>

<h4 id="q-why-do-you-think-the-likes-of-cuadrado-filipe-luis-and-sala-have-failed-to-live-up-their-big-money-moves">Q. Why do you think the likes of Cuadrado, Filipe Luis and Sala have failed to live up their big money moves?</h4>

<p>Not sure that is fair on Luis. He was fine, played well when needed but just was not better than the best left back in the league in Azpilicueta. So a chance for him to go home is hard to turn down for him. Not sure how many other players come to a league, win it (and a cup) and then leave!</p>

<p>Salah is a problem, because of his attitude and his falling out with Fiorentina. Mourinho suggested Salah failed to follow any tactical instructions in training too. That is unacceptable at the standard we have set. He seems to be a good player though if you are a defensive side and looking for fast counter-attacks which is why he has done well in Italy.</p>

<p>Cuadrado has struggled a bit and probably just needs more time to adapt to a different league, culture, and club. He has made some bad errors but also looked good in moments. A loan move and regular minutes will aid him, he is always going to be behind Willian, Hazard, Oscar and now Pedro in the pecking order and with Traore and Kenedy hanging around the first team too he is unlikely to play much at all for us. I think his purchase was a bit of a panic move with Moses not coming back from Stoke, Salah going out on loan and lacking a bit of depth. At the time of writing it looks like he is going on loan to Juventus.</p>

<h4 id="q-is-there-a-feeling-that-you-are-better-placed-to-challenge-in-the--champions-league-this-season">Q. Is there a feeling that you are better placed to challenge in the  Champions League this season?</h4>

<p>I think so, we just seemed to run out of steam against Paris Saint Germain last season and could not snap out of it and see off the ten men. It happens sometimes against ten when you get ahead and drop your levels and struggle to recover. We had a couple of poor results last season too and they can be explained but it is just the natural variation in football. I would expect us to get to the semi-finals, but it also depends on the draw, if we get a bit of luck we could make the final. Anything can happen then.</p>

<h4 id="q-how-do-you-think-palace-have-done-so-far-this-season-and-how-do-you-rate-our-moves-in-the-transfer-market">Q. How do you think Palace have done so far this season and how do you rate our moves in the transfer market?</h4>

<p>Excellently actually. It is amazing the backing Pardew has got compared to his previous club. He looks much happier and I think the whole place is riding a good wave at the moment. This gives the board confidence and makes a bit more available to spend, I think.</p>

<p>Bamford is exceptional, obviously! I think you beat off quite a few Premier League clubs and almost everyone in the Championship would/should have enquired about his availability.</p>

<p>Cabaye is a top signing, he is actually a player I had hoped we would sign to play alongside Matic as I think he is better defensively than Fabregas, but also contributes going forward too.</p>

<p>McCarthy is a solid keeper. Sako looks like he will cause a few problems for defences and can step up from Wolves. Not sure about Wickham yet. He has got a good build for a centre forward when you need to play with a target man but not sure he is prolific enough to warrant a place. I am a little biased though as I want Bamford to play every week and prove to everyone (especially Chelsea) that he is good enough at this level.</p>

<p>I cannot see Palace being anything other than a eighth to twelfth placed team this season, and I mean that as a compliment. An established, solid, difficult to beat Premier League team. That is Pardew’s level too. Maybe with a deeper squad now too, a decent cup run is on the cards.</p>

<h4 id="q-who-do-you-think-will-win-the-domestic-trophies-this-season--premier-league-fa-cup-and-league-cup">Q. Who do you think will win the domestic trophies this season – Premier League, FA Cup and League Cup?</h4>

<p>It is a coin toss between Chelsea and Manchester City for the title. Chelsea for the FA Cup. Manchester United will somehow win the League Cup.</p>

<h4 id="q-name-one-player-from-each-side-that-the-other-team-should-be-wary-of-for-this-fixture">Q. Name one player from each side that the other team should be wary of for this fixture.</h4>

<p>Hazard causes everyone problems, so it has to be him. He looked back to his best against West Brom.</p>

<p>I mentioned Sako earlier. I think he will cause our defenders a few problems. Maybe Zaha or Puncheon though. We have struggled against wide attackers so far this season, especially those facing up Ivanovic so it is fair to assume whoever starts wide left for Palace will cause us the most problems. If they do not then I think we will win a little more comfortably than we might otherwise.</p>

<h4 id="q-your-prediction">Q. Your prediction?</h4>

<p>Chelsea 2-1. Hazard and Costa scoring for the Blues while Sako will score the consolation.</p>

<h4 id="q-please-tell-us-a-little-about-what-you-do-and-share-any-projects-that-you-are-currently-working-on">Q. Please tell us a little about what you do and share any projects that you are currently working on.</h4>

<p>I basically tweet about Chelsea a lot, on @ChelseaStats and I have been blogging on my site since 2010.</p>

<p>I tend to focus more on publishing data and league tables, than news and gossip. As I mentioned earlier, Chelsea are level on points to comparable results from last season. You will be pleased to know Palace are actually up five points and I publish this as a table each week which might be of interest to Palace fans.</p>

<p>Last week I made a Twitter bot which randomly generates horoscopes with a football twist, just for fun.</p>

<p>All the best for the season.</p>

          <p><center>***</center></p>
          <p> // Published 2015-08-27, with 1291 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] Man City Programme 2015</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/man-city-programme"/>
    <id>/man-city-programme</id>
    <updated>2015-08-16T00:00:00+00:00</updated>
    <published>2015-08-16T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p><img src="https://raw.githubusercontent.com/mat-0/uk.thechels/main/images/city-cover.jpg" alt="match day program 1" title="Cover" /></p>

<p><img src="https://raw.githubusercontent.com/mat-0/uk.thechels/main/images/city-article.jpg" alt="match day program 2" title="Article" /></p>

          <p><center>***</center></p>
          <p> // Published 2015-08-16, with 16 words.</p>
          <p><center>***</center></p>
          <hr/>
          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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  </entry>



<entry>
    <title type="text">[post] FourFourTwo - Chelsea vs Swansea - ask the experts</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/fourfourtwo-chelsea-vs-swansea"/>
    <id>/fourfourtwo-chelsea-vs-swansea</id>
    <updated>2015-08-07T00:00:00+00:00</updated>
    <published>2015-08-07T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>We’re debating the strongest line-ups for the opening day. How do you see it going? An ex-player, prominent blogger and FFT editor look at the various permutations…</p>

<h2 id="former-player-pat-nevin-chelsea-1983-88">Former player: Pat Nevin (Chelsea 1983-88)</h2>

<p>(4-2-3-1)
Why this line-up
“I don’t think there will be any formation surprises – Jose has played his 4-2-3-1 all through pre-season and it served him well last year. Most of the players pick themselves, too.
“The defence is very strong but I think strangely, of the three centre-backs John Terry, Kurt Zouma and Gary Cahill, Zouma is the most likely to start that first game at the moment. He’s looked fantastic, and JT hasn’t played every game in pre-season.
“Nemanja Matic and Cesc Fabregas are automatic picks for what they do for the side, and the same is true for Oscar and Eden Hazard in front of them.
“The real mystery position for Chelsea over the last few years has been on the right side of that forward three – nobody has made it their own. They’ve tried Andre Schurrle, Mohamed Salah, Ramires, Willian, and in pre-season both new signing Kenedy and Victor Moses have given it a go and looked good. For me, Willian is just ahead of the rest – but that role is definitely up for grabs.
“Up front you’d want Diego Costa, obviously, but the hamstring injury may cost him. If he’s not fit, it’s between Loic Remy and Radamel Falcao – and at the moment I think Remy is fitter.
“Chelsea still need defensive coverage, and I think if Jose gets John Stones from Everton, you can see the core of a very good young team that can be dominant for a long time.”</p>

<h2 id="blogger-chelseastats">Blogger: @ChelseaStats</h2>

<p><img src="/images/chelseastatsxi3.jpg" alt="Image of ChelseaStats Team" /></p>

<p>(4-2-3-1)
“The team picks itself really. It’s a home game, so means Cesc Fabregas dropping into the deeper midfield spot rather than as a No.10, He’s likely to move forward when we have a top-four opponent or difficult away trip and we need the security behind him.
“Falcao should be on the bench, unless Costa is injured. I’ve put Zouma in over Cahill as the latter has a broken nose and there is no point rushing him in when Zouma has proven to be a perfect understudy.
“Thibaut Courtois will be even more first choice than he was last season (if that’s possible). Asmir Begovic will have to grab any opportunity he can to have any chance of game time in the league this season. He’ll probably be given the domestic cups, though.</p>

<p>“We know Mourinho likes a core seven or eight who rarely change. He mentioned in pre-season the likelihood of playing two strikers more often this season. Remy playing from wide right against some of the lesser sides, where defending is less of an issue, will be interesting to see. Many forget the number of games Didier Drogba and Eidur Gudjohnsen (and latterly Andriy Shevchenko) played together.
“I’m fascinated by how we’ll manage the bench and fringe players. Kenedy, permit pending, looks lively; Bertrand Traore too. Will they make the first team or will they be loaned out? The likes of Juan Cuadrado - an expensive acquisition - should have settled in after a pre-season with the team. We’re almost spoilt for choice.”</p>

<h2 id="fft-says">FFT says</h2>

<p>(4-2-3-1)
Chelsea’s first XI is undoubtedly the simplest to predict. Key for Jose Mourinho is managing his squad players, having waved goodbye to excellent understudies in Filipe Luis, Petr Cech, Andre Schurrle and Mohamed Salah over the past six months. Given the state of Diego Costa’s hamstrings, it’s vital he galvanises Loic Remy and Radamel Falcao.</p>

<p>PREVIEW</p>

<p>Chelsea vs Swansea: Will it be Diego or Radamel leading the Blues’ line?
As last season progressed, the ever-cautious Jose Mourinho preferred an extra body alongside Nemanja Matic and Cesc Fabregas. Perhaps surprisingly, Matic was dribbled past more often per game than anyone else in the league, with Fabregas close behind. Attack is the best form of defence, however, and he should resist the temptation to continue sacrificing a creative attacking midfielder for a destroyer (Kurt Zouma) or athlete (Ramires).</p>

<p>Elsewhere, Juan Cuadrado should replace Willian. The Brazilian is a Mourinho favourite for his hard work, but Cuadrado isn’t workshy and will also offer more creative output than Willian – six goals and four assists in two full league seasons isn’t enough, regardless of his role.</p>

<p>Read more at <a href="https://www.fourfourtwo.com/features/how-chelsea-should-line-against-swansea-fft-asks-experts">FourFourTwo</a></p>

          <p><center>***</center></p>
          <p> // Published 2015-08-07, with 740 words.</p>
          <p><center>***</center></p>
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          <p>💬 Thanks for keeping RSS alive. If you have an RSS feed please share it with me on any of these <a href="https://links.thechels.uk">socials</a>.</p>
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<entry>
    <title type="text">[post] Stamford Shed - interview</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/stamfordshed-interview"/>
    <id>/stamfordshed-interview</id>
    <updated>2015-07-22T00:00:00+00:00</updated>
    <published>2015-07-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h4 id="hi-chelseastats-thank-you-speaking-to-us-today-what-sparked-your-love-for-the-club-and-made-you-become-a-fan">Hi ChelseaStats, thank you speaking to us today. What sparked your love for the club and made you become a fan?</h4>

<p>My Dad took me to my first game - a 1-1 draw with Crewe at the Bridge. I was hooked. I loved being in the old shed and sometimes going on to the benches, but it was really the mid to late 90s that got me hooked I remember going along to the bridge with my dad for semi-final tickets vs Luton, they went on sale at 8pm and we walked back across London to Euston at 2-3am before driving back home That was some experience for a young kid and I only went to keep my dad company, I think he got that I was dedicated and hooked. That trip to Wembley was awesome, but I missed out on the final vs United. The Boro final made up for it though. I can still remember and feel the exact spine-tingling disbelief and amazement when Di Matteo blasted one in after 43 seconds. It’s those emotions that become addictive they tangle themselves around you and draw you in, never let you go and you love it.  I utterly adore that era and those players.</p>

<h4 id="what-was-your-inspiration-behind-starting-chelsea-stats">What was your inspiration behind starting Chelsea Stats?</h4>

<p>I started in May 2010, just after that record breaking year under Carlo. At the time there didn’t appear to be much in the way of stats available freely on social media and I wanted to keep a record of things for myself, So I started my own website documenting events and worked back over the summer to add historical records. Once I started tweeting the feedback was positive and people seemed to like what i was doing. Since then the whole stats thing has snowballed and become mainstream. I was just lucky to be at the right place at the right time.</p>

<h4 id="how-important-to-do-you-think-statistics-are-becoming-in-the-modern-game">How important to do you think statistics are becoming in the modern game?</h4>

<p>I think it’s becoming increasingly crucial for fans, those that like to bet, or play fantasy games. Almost all of us have a mobile phone, a second screen when watching on TV, or something to look at as we travel round the country to support our team. The game is more competitive than ever before, egged on by the 24 hour news coverage and the celebrity lifestyle, the money etc and thus fans and much as clubs want to know the details, gain insight or prove someone else wrong in a debate. So much of player acquisitions happen behind undisclosed terms, we have little knowledge of how many times scouts watch a player, but each club is looking for some details some indication on whether they can gain a competitive advantage. Like Sales figures for any business, football clubs need those metrics too.</p>

<h4 id="do-you-think-fans-can-become-to-fixated-on-stats">Do you think fans can become to fixated on stats?</h4>

<p>Yes of course. Football stats are still in their infancy within the game so half the time we are not sure what metrics are useful or meaningful. Chelsea fans are often critical of players like Ivanovic because “his crossing is woeful” but his statistics should he is above average. It’s around 1 in 42 crosses that lead to a goal. Another example might be Mikel and an obsession with his backwards and sideways passing. Missing the fact he keeps possession and allows players to reposition from a defensive mindset to an attacking one.</p>

<p>There is also quite a lot of confirmation bias in the watching games that the stats don’t actually support too so sometimes its not even the stats but perceived and remembered events that people can become fixated on.</p>

<p>Of course being fixated on the result, 3 points and the league position is normal!</p>

<h4 id="falcao-could-take-the-no9-shirt-should-he-sign-the-shirt-has-been-dubbed-as-a-cursed-number-in-the-past-do-the-stats-back-that-statement-up">Falcao could take the no.9 shirt should he sign, the shirt has been dubbed as a cursed number in the past. Do the stats back that statement up?</h4>

<p>It’s hard to confirm or deny this, It’s difficult to suggest our number 9s have performed as expected - Sidwell, Boulahrouz and Di Santo - would they have done better in a different shirt though, probably not.</p>

<p>I think it would be fair to say that there might be some pressures with the number 9 shirt for some teams Newcastle/Shearer or perhaps 7 at United or Liverpool. But I don’t think we have that mantle here.</p>

<p>Sutton flopped for £10m but he did score vs United in a 5-0 win. Vialli (40 goals in 69+19 games), Hasslebaink (87 in 156+21), Crespo (25 in 73+10) doesn’t suggest we’ve done too badly. I doubt Falcao will be remembered as fondly as those three as for a start he’ll only likely get one season with us. If he scores 10 goals in all competitions i’d be happy.</p>

<h4 id="how-have-chelsea-managed-in-pre-season-following-a-title-winning-season-are-there-any-good-omens-ahead-of-next-season">How have Chelsea managed in pre-season following a title winning season? Are there any good omens ahead of next season?</h4>

<p>I take little interest in pre-season fixtures to be honest. they are mostly meaningless so i don’t think we could gather decent intel to make an informed judgement. The sample size is also pretty small.</p>

<p>That said we always seem to start the season strongly anyway and especially under Mourinho.</p>

<h4 id="loic-remy-has-attracted-a-lot-of-interest-recently-how-important-was-he-in-the-run-in-to-the-title-last-season">Loic Remy has attracted a lot of interest recently, how important was he in the run in to the title last season?</h4>

<p>Remy was crucial, he did precisely what was needed of him. No fuss, no frills but goals. He scored 4 times in his 10 starts in all competitions and his goals per 90 minutes return of 0.817 is pretty impressive. I’m glad he is staying with us and should be picked ahead of Falcao for me.</p>

<h4 id="which-player-has-been-the-most-underrated-and-slipped-under-the-radar-last-season">Which player has been the most underrated and slipped under the radar last season?</h4>

<p>Willian, I think he is absolutely crucial in what Mourinho wants to achieve with this team, but because he doesn’t score or assist too many he can fall short in comparisons with Hazard for example. Willian featured in 49 games last season the same number as John Terry. Although Willian came off the bench 13 times, it suggests that when trying to give him a rest he was needed and I think we would all agree Willian covers far greater distances than Terry does now.</p>

<h4 id="chelsea-were-knocked-out-of-the-champions-league-in-a-disappointing-fashion-do-the-statistics-show-any-major-factor-for-their-elimination">Chelsea were knocked out of the Champions League in a disappointing fashion, do the statistics show any major factor for their elimination?</h4>

<p>I’d just put it down to variance. We had a bad day and were outperformed or we were outperformed and that made it a bad day.</p>

<p>We have to remember we didn’t lose a Champions League match last season, we lost 4 the season before and reached the semi-final, Lost twice en-route to Munich. It happens.</p>

<p>Like New Year’s day and the FA Cup defeat it Keeps us honest.</p>

<h4 id="chelsea-face-swansea-on-the-opening-day-of-the-premier-league-chelsea-have-an-impressive-record-on-the-opening-day-right">Chelsea face Swansea on the opening day of the Premier League, Chelsea have an impressive record on the opening day right?</h4>

<p>Chelsea have won 1-0,1-0,3-0,3-2,2-0 and 3-1 under Jose Mourinho in the first league game of the new season. We drew with Stoke under AVB but otherwise we’ve been winning a lot.</p>

<p>Chelsea are also W76 D21 L1 at home in the Premier League under Mourinho over both his spells with us too.</p>

<p>He’s also won 100% of his 4 meetings with swansea.</p>

<p>Looks strong doesn’t it!</p>

<h4 id="can-we-get-you-thoughts-on-next-season-anything-youre-hoping-to-see">Can we get you thoughts on next season? Anything you’re hoping to see?</h4>

<p>Other teams have strengthened and pretty well too in my opinion.
But have their transfers made them better than us. No.</p>

<p>They’ll run us closer than before, but those realistic challengers for top 6 can all beat each other. Whilst we tend to run pretty well against the big teams under Mourinho, I think that’ll make a big difference on the final table.</p>

<p>We’ll win the league and go deep in the Champions League. Wouldn’t rule out a domestic cup too.</p>

<p>No pressure, no stress, everyone just relax.</p>

          <p><center>***</center></p>
          <p> // Published 2015-07-22, with 1337 words.</p>
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<entry>
    <title type="text">[post] Ultimate Fan Live - PSG vs Chelsea</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/psg-vs-chelsea"/>
    <id>/psg-vs-chelsea</id>
    <updated>2015-02-17T00:00:00+00:00</updated>
    <published>2015-02-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Cameron Innes</name>
      <uri>https://thechels.uk/psg-vs-chelsea</uri>
    </author>
    <content type="html"><![CDATA[<h4 id="psg-vs-chelsea-the-fans-view">PSG vs Chelsea: The Fans View</h4>

<p>The Champions League knockout stages comprise of some of the most highly anticipated games of the season. Ahead of this evening’s stand-out tie between PSG and Chelsea, we spoke with @1970_PSG who runs 1970psg.com and @ChelseaStats who runs thechels.co.uk to find out their views on the game, and help UFL users out with some top tips!</p>

<h4 id="are-you-happy-with-how-your-season-has-gone-so-far">Are you happy with how your season has gone so far?</h4>

<p>@1970_PSG: It has been a strange old season to be honest. We are in an envious position of still being in all four competitions – a Coupe de la Ligue Final already booked – but there has been a number of issues we have had to contend with. Zlatan Ibrahimovic’s injury problems have seen a dip in form from him. The play is way too rigid at times. For all our possession in games we lack bite in the final third. The whole debacle surrounding Edinson Cavani and Ezequiel Lavezzi was not helpful, nor was the comments from Thiago Motta’s agent about a possible move. And then there is the constant scrutiny which Laurent Blanc is under.</p>

<p>Thankfully though, in the last few weeks we have seen an upturn. The team is playing well, we are in a good run of form, some of our senior players (such as Thiago Silva and Motta) are finding their level again and there is a feel good factor which we have lacked for the last few months. It has come at the perfect time with Chelsea on the horizon.</p>

<p>@ChelseaStats: Great. We’ve had a couple of poor performances and dropped a few points, but we’ve been excellent in the big games and look comfortable at the top of the table. We’ve been top all season, nobody can complain if that continues right through to the final day.</p>

<h4 id="whos-been-your-star-player-this-season">Who’s been your star player this season?</h4>

<p>@1970_PSG: Javier Pastore. For a player who looked as if he was going to be moved on last summer, his form has been a pleasant surprise. He is without doubt, along with Lucas Moura, PSG’s most dependable outlet in attack. He is involved in everything, making things happen! He has been a revelation and has at long last turned his career around in Paris which is a joy to see.</p>

<p>@ChelseaStats: This is quite a difficult one, as lots of players have performed well and at an excellent level for spells. Willian recently, but Costa and Fabregas have settled in so well too. There’s Oscar and Hazard, but for me it’s Petr Cech. He lost his place in the team, but never spoke out, has always been professional and when he has played he’s made some excellent saves and kept us in games. I’d rate Petr Cech as the second best keeper in the world behind Neuer, Courtois third.</p>

<h4 id="who-is-the-one-to-watch-for-this-game">Who is the ‘One to Watch’ for this game?</h4>

<p>@1970_PSG: One of Paris Saint-Germain’s most underrated players is Blaise Matuidi, he is the engine in the three man midfield. Marco Verratti and Thiago Motta control the play in the middle of the park where as Matuidi will use his energy to bomb forward to assist the attackers. He does not get many goals but we are far more dynamic when he is in the team. The French international is crucial to this PSG side.</p>

<p>@ChelseaStats: Branislav Ivanovic, He’s scored a couple of crucial goals recently and I’d expect him to threaten from set pieces against a injury hit PSG. I’d expect much of the focus to be on Eden Hazard, however.</p>

<h4 id="which-psg-player-should-be-avoided">Which PSG player should be avoided?</h4>

<p>@1970_PSG: If he starts, Gregory Van der Wiel. Usually so dependable, the Dutchman has hit a poor run of form which has seen him concede a penalty in a 4-2 defeat and score an own goal. That led to him being dropped for Marquinhos who will most probably start ahead of him having impressed there.</p>

<h4 id="which-chelsea-player-should-be-avoided">Which Chelsea player should be avoided?</h4>

<p>@ChelseaStats: I think everyone has been performing well so perhaps Gary Cahill is the one that stands out, having had a couple of moments that have exposed his pace and his tendency to back away from strikers. I wouldn’t mind seeing Kurt Zouma start as he continues to grow and it’d be a fantastic experience for him.</p>

<h4 id="what-is-your-score-prediction-for-the-first-leg-and-the-tie-overall">What is your score prediction for the first leg and the tie overall?</h4>

<p>@1970_PSG: PSG need a result here to take back to Stamford Bridge but I can see Chelsea scoring at least a goal. I am going for 2-1 to Paris.</p>

<p>@ChelseaStats: I think a 2-1 Chelsea win away. 3-1 at home and so 5-2 on aggregate. I think we did enough last time against them and we are stronger, quicker and more of a team now so can only see one winner.</p>

<p>Thanks to 1970_PSG, your English source for everything Paris Saint Germain, which is worth checking out at: 1970psg.com</p>

<p>You can follow 1970PSG on Twitter here: 1970_PSG</p>

<p>And thanks to ChelseaStats, who runs a popular Chelsea website with a focus on stats: thechels.co.uk, where you can find loads of interesting statistics on Chelsea and other Premier League teams!</p>

<p>You can follow ChelseaStats on Twitter here: @ChelseaStats</p>

<p>Enjoy the game everyone, and we hope you join us on UFL this evening!</p>

<p>Ultimate Fan Live is a new, real time fantasy game, which is free to play. Draft two players, and earn points based on their real life performance. Challenge your friends or join a public game and battle to become The Ultimate Fan!</p>

          <p><center>***</center></p>
          <p> // Published 2015-02-17, with 930 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Eaglesbeak -Pre-season 2013-2014</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-pre-season-2013-2014"/>
    <id>/eaglesbeak-pre-season-2013-2014</id>
    <updated>2014-07-29T00:00:00+00:00</updated>
    <published>2014-07-29T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jay Crame</name>
      <uri>https://theeaglesbeak.com/2014/08/08/view-from-the-opposition-part-1/</uri>
    </author>
    <content type="html"><![CDATA[<p>Palace surprised many teams with their good run of form under Pulis and won over plenty of opposition fans and neutrals with their result especially the win over Chelsea and the comeback draw against Liverpool. But those highlights on what was a fantastic season for the Eagles will be forgotten as the new season begins.</p>

<p>I expect Palace to struggle, it’s the cliched second season syndrome and although the team doesn’t appear to be any weaker it hasn’t improved enough for me, it’s difficult for Puncheon to replicate his goal threat this time round, they’ve earned more respect from the rest of the league so teams won’t be so open to the counter-attack.</p>

<p>I still fully expect the whole team to be well drilled defensively, difficult to break down and unlikely to get beaten heavily against any team, Speroni, Ward and Jedinak are key for me.</p>

<p>Campbell is an ok signing for a championship team, I don’t think he has enough goals to be a premier league striker but his work rate in terms of chasing and pressing from the front will make up for that shortfall in goals, but unlesss someone else can find the net regulary I do think Palace will struggle.</p>

<p>The Eagles picked up 8 points from 14 games against the big 7 teams last season, better than 5 of the other 13 sides competing against them It’d be reasonable to assume as mentioned earlier those bigger sides are unlikely to fall into the same trap again so Palace will need to do better against the teams around them if they want to surive and get a similar league position.</p>

<p>The Eagles picked up 37 points from 24 games against sides outside the big 7 last season. Which would probably be enough for surival this season as you’d expect the newly promoted teams and sides like West Brom and perhaps even Southampton now to struggle along with usual bottom half suspects like West Ham and Sunderland.</p>

<p>Fulham, Norwich, Cardiff were dreadful last season and with those gone are there enough teams worse than Palace this season. Yes probably, just about, but in my mind it’s going to be a close run thing, a key injury or disapointing home defeat to one of those new teams might just tip the balance away from the Londoners.</p>

<p>Looking at the squad listing it screams lack of goals to me, even though i think Murray is a good finisher I’d worry it won’t be enough. Chamakh and Campbell might add 4 or 5 each, but there is time to fix that though and a couple of shrewd loan signings or someone like Remy from QPR might suit Palace’s style of play if the club can stretch to get him in.</p>

<p>All the best for the season ahead and I genuinelly like having you around, so hope you stay up.</p>

          <p><center>***</center></p>
          <p> // Published 2014-07-29, with 479 words.</p>
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<entry>
    <title type="text">[post] Eaglesbeak - Post-match reaction</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-post-match"/>
    <id>/eaglesbeak-post-match</id>
    <updated>2014-03-28T00:00:00+00:00</updated>
    <published>2014-03-28T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Neil Carter</name>
      <uri>https://theeaglesbeak.com/2014/03/30/crystal-palace-1-0-chelsea-bonus-points/</uri>
    </author>
    <content type="html"><![CDATA[<p>Football. Bloody hell. Palace were lucky to have 11 men when Puncheon went in at the shin of Azpilicueta early on, that was a red in my opinion, he was later involved with a foul and kicked the ball away at 1-0. Considering the 2 yellows Willian had a Villa it seems a little strange these weren’t dealt with correctly by Lee Mason.</p>

<p>Palace were worthy winners regardless and should be disappointed not to have sorted out their goal difference for the relegation run-in. Palace were quicker, stronger and more organised than Chelsea for the entire game and the blues, in white, were left to pump cross after cross from rubbish angles playing into the hands of Speroni who was spot on when asked and in to the hands of a Tony Pulis rearguard that was well drilled. Palace were lightening on the counter attack and should have killed the game of earlier. Three, four or five goals would not have flattered the team.</p>

<p>I predicted this sort of result for Palace back in December [https://theeaglesbeak.com/2013/12/14/view-bridge/] when Palace came to the bridge, but was hopeful it wouldn’t be against us.</p>

<p>See you next season.</p>

          <p><center>***</center></p>
          <p> // Published 2014-03-28, with 194 words.</p>
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<entry>
    <title type="text">[post] Squawka - Premier League Predictions</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/squawka-premier-league-predictions"/>
    <id>/squawka-premier-league-predictions</id>
    <updated>2014-02-21T00:00:00+00:00</updated>
    <published>2014-02-21T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<h4 id="chelsea-vs-everton">Chelsea vs Everton</h4>

<p>Chelsea are dominant at home and have still not lost a league game at the Bridge under Mourinho (won 57 drawn 16). Everton beat us at Goodison earlier in the season, so Chelsea will look to avenge that result. Chelsea haven’t lost at home to Everton in the league since 1994 but also haven’t kept a clean sheet against them for 13 games. Chelsea to win 2-1.</p>

<h4 id="cardiff-and-hull">Cardiff and Hull</h4>

<p>Cardiff look poor and haven’t had the boost a new manager brings on the flip side Hull have boosted their strike force and that looks to be Shrewd business. Cardiff have won just 4 of their 16 games against sides outside the big 7 this season. Hull have won 6. I think Hull will be too strong and win 0-2</p>

<h4 id="west-brom-vs-fulham">West Brom vs Fulham</h4>

<p>Mel’s Baggies aren’t quite there yet but credible draws against Everton, Liverpool and Chelsea suggest they are good enough to survive, they’ve won just 3 of 16 games against sides outside the big 7, the worst record in the league. Fulham are in all sorts of trouble. West Brom 2-0.</p>

<h4 id="c-palace-vs-man-utd">C Palace vs Man Utd</h4>

<p>Utd are where they are and it’s not surprising really. The attacking 4 or 5 are fine, but they struggle in midfield and defence and the squad looks short. Palace have been solid under Pulis and I had predicted they would upset a big team at some point this season. This I think will be their day. 1-0.</p>

<h4 id="arsenal-vs-sunderland">Arsenal vs Sunderland</h4>

<p>Arsenal will bounce back from their disappointment against Bayern and although i think Sunderland are better under Poyet, Arsenal will be too strong. Giroud has had a rest and will be the difference. 2-0.</p>

<h4 id="man-city-vs-stoke">Man City vs Stoke</h4>

<p>The 2011 Cup final. Hughes back at his former club. Man City like Arsenal will bounce back and although goals have dried up  a little in recent games they will be back to their best this time. Stoke have lost all 5 games away from home against the big teams, and although they beat Chelsea and Man Utd at home they won’t have enough to stop City’s fluidity. 5-0.</p>

<h4 id="west-ham-vs-southampton">West Ham vs Southampton.</h4>

<p>Many would think West Ham have turned it around in recent weeks, but the truth is they have had easier games and they are a team good enough to finish around 10th. They have 13 clean sheets this season, but 6 of those were 0-0 draws. Southampton have nothing to play for after their FA Cup loss. West Ham will continue to secure their premier league place but Southampton are decent enough and will score. 2-1.</p>

<h4 id="liverpool-vs-swansea">Liverpool vs Swansea</h4>

<p>Suarez failed to score against Arsenal, yet the team scored 5 and look to be one of the form sides at the moment, I can’t help but think they’ll pip Arsenal to finish in the top 3. Monk seems like a good fit for Swansea as he gets the club. Is he good enough to keep them in the league and take them to the next level, I’m not sure, regardless they won’t get anything in this one. Liverpool 3-0.</p>

<h4 id="newcastle-vs-aston-villa">Newcastle vs Aston Villa</h4>

<p>Newcastle are another side with nothing left to play for, they’ve conceded 10 in the last 3 games and have only scored in one of their last 8 games. Villa have won just two of their last 12 and one of those was their cup final against West Brom. I think this has 0-0 written all over it.</p>

<h4 id="norwich-vs-tottenham">Norwich vs Tottenham</h4>

<p>Norwich have won just 1 of their last 11 in the league and Spurs have turned the corner from AVB with Sherwood, like Monk i’m not sure he’s the long term solution, but he will keep them in the top 7 this season. Spurs are decent away from home too, with the most wins in the league, they’ve lost just two and will be too strong for Norwich. 0-2.</p>

<p>By Damian BuxtonPosted on February 21, 2014</p>

          <p><center>***</center></p>
          <p> // Published 2014-02-21, with 674 words.</p>
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<entry>
    <title type="text">[post] Eaglesbeak - A bridge too far</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-bridge-too-far"/>
    <id>/eaglesbeak-bridge-too-far</id>
    <updated>2013-12-18T00:00:00+00:00</updated>
    <published>2013-12-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jay Crame</name>
      <uri>https://theeaglesbeak.com/2013/12/15/bridge-far/</uri>
    </author>
    <content type="html"><![CDATA[<p>It has been a very decent few weeks in the Premier League for Palace.</p>

<p>A division we looking completely lost in under the guidance of Holloway is now looking a real mouth watering prospect as we did in and show what we are really made of.</p>

<p>Five games with three wins and a draw gained but the biggest positive has to be only conceding a solitary goal in that period. This record is taken to West London to take on a very indifferent Chelsea side that is once again under the management of the ‘special one’.</p>

<p>Only one change was needed by Pulis which was enforced. The early departure of Dean Moxey from the win at home to Cardiff meant that Adrian Mariappa stepped in.</p>

<p>Speroni, Mariappa, Ward, Gabbidon, Delaney, Bannan (Bolasie), Jedinak, Dikgacoi (O’Keefe), Puncheon, Jerome, Chamakh (Gayle)</p>

<p>The once daunting prospect of pitching up at Stanford Bridge no longer had the same air about it. Palace were a team full of confidence taking on the home side coming off a recent loss to Stoke the previous weekend and a midweek game in the Champions League.</p>

<p>Early run for Jerome who gave Luiz a little nutmeg before Terry cleared. Plenty of Palace players behind the ball though which forced Chelsea to shoot from distance. It was one from Willian that the goal came from. The effort was pushed onto the post by Speroni but it fell to Torres and even he was never going to miss from there.</p>

<p>When all you could hear throughout the ground was the Palace faithful, it was the ultimate boost to the players who responded in perfect fashion. A run down the wing from Joel Ward which he crossed for the one and only Chamakh. And boy did he take it well, clearly the touch of a striker in form and one that is quickly making quite a cult following for himself. This gave the players even more confidence but they found themselves behind again through Brazilian Ramires who unleashed from outside the area giving Speroni no chance just ten minutes before the half. For the second game running, Pulis had to make a first half change with KG going off injured and O’Keefe replacing him.</p>

<p>Even at half time the fans had a lot to cheer with the appearance on the pitch of former Palace and Chelsea defender Danny Granville.</p>

<p>The second half had plenty of chances and pressure from Palace. Never given a hope before the game but this was far from one sided. The home side were poor in the second half and the players donning the evil sash kit sensed it. Chances came and went for Jerome, Delaney, Puncheon and Bolasie but no change in the scoreline. Chelsea will know they have had a game and it was hard earned victory for them and within two points of the top spot. You would argue that Palace did enough for the draw and perhaps on a different day it could have been just that. More importantly was the fact that we were never out of this one.</p>

<p>It was a fine performance from Palace in truth, even in defeat. The confidence was there for all to see and the team are battling hard for each other. A real blast to what we achieved last season and it’s a welcome return. We should not be disheartened by this defeat as there was a lot more positives to come of out of it.</p>

<p>And those travelling Palace fans. Proud to call myself a Palace fan with such fantastic support as that. Getting the plaudits and love from the rest of the Premier League at the moment and long may it continue.</p>

<p>Here is the view from the guys at Palace Fan TV that they allowed us to share with you;</p>

<p>We asked for the post match views from the guys at Chelsea Stats who had this to say;</p>

<blockquote>
  <p>Palace gave it a good go and caused a few problems but Chelsea dominated possession and completing more passes in the final third than Palace had the entire game. We deserved all three points in a game that should have been easier than it was.</p>
</blockquote>

<blockquote>
  <p>My pre-match prediction was a 4-1 victory with two goals coming late on. I was almost right but was denied by our inability to convert some very clear chances. Oscar and Ramires breaking through to have a three on one against Speroni and still failed to score. Later Schurrle was involved in some good one touch triangles to get in on goal but once again Speroni saved and again to stop Ba on the rebound. We should have been out of sight.</p>
</blockquote>

<blockquote>
  <p>Essien was my man of the match. The Ghanaian received a bit of stick after a poor half against Southampton but today he dominated the midfield and was the top player for passes completed, take-ons and ball recoveries. He was always looking to pass forward. I think he was a bit lucky with one challenge that could have changed the game, it looked two-footed from my view in the Matthew Harding lower but seeing it again on television it looked more like his standing leg slipped and his legs were apart and studs were never raised to cause any harm so a red would have been a harsh.</p>
</blockquote>

<blockquote>
  <p>Hazard was fouled once in the game but was bundled off the ball countless times that the official, Mark Clattenburg, chose to ignore. He was my ‘one to watch’ pre-match having shone against Sunderland and against Stoke but he was pretty quiet and managed to completed just two of seven take-ons in the game but did create six chances, one of which Ramires scored the winning goal. I think Palace did well to nullify him to a certain extent but Hazard would probably admit it wasn’t his best performance either.</p>
</blockquote>

<blockquote>
  <p>Chelsea have scored at least two goals in thirteen straight home games in the league now and Palace have lost every time they have conceded two or more. Palace will need to stop conceding and to score more to survive but they look like a side capable of staying up giving their commitment and desire right up to the end at the Bridge.</p>
</blockquote>

<blockquote>
  <p>Pulis speaking post match suggested a couple of additions in January to help the team but seemed pretty pleased with the team’s effort. I don’t think a result away at Chelsea or any of the so-called big teams will impact the Eagles’ survival fight, they will need to beat the teams around them and I’m sure they can do that.</p>
</blockquote>

<blockquote>
  <p>I think Palace fans will be disappointed to not have nicked a point but the result turned out to be quite good for them. Lots of teams around them failed to win and Palace only took minus one on the goal difference whereas teams like Norwich have gone away to the big teams have been hit for seven. That might be crucial come the end of the season. With news that Steve Clarke has lost his job at West Brom it is yet another club who will end up in a dogfight for survival which should only be good news for Palace.</p>
</blockquote>

<blockquote>
  <p>Best of luck for the rest of the season.</p>
</blockquote>

<p>Article written by Jay Crame</p>

          <p><center>***</center></p>
          <p> // Published 2013-12-18, with 1235 words.</p>
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<entry>
    <title type="text">[post] Eaglesbeak - Post-match reaction</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eaglesbeak-view-from-the-bridge"/>
    <id>/eaglesbeak-view-from-the-bridge</id>
    <updated>2013-12-15T00:00:00+00:00</updated>
    <published>2013-12-15T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <author>
      <name>Quoting Jay Crame</name>
      <uri>https://theeaglesbeak.com/2013/12/17/predictions-league-4/</uri>
    </author>
    <content type="html"><![CDATA[<blockquote>
  <p>Ahead of the game at Chelsea this weekend we held a question and answer session with our friends at Chelsea Stats and here is what they told us.</p>
</blockquote>

<p>We appreciate the time they spent answering our questions. You can check out their website here which will have plenty of information before and after the game.</p>

<p>TEB. How has your season gone so far in your view?</p>

<blockquote>
  <p>CS. Hit and miss. We had an excellent recovery against Southampton and deserved win over City, both down as positives, as well as satisfactory draws against Man Utd and Spurs away. We have already played some of our more difficult perennial away games, so in that regard we are perhaps better off than Arsenal and the league table suggests. The losses to Stoke and especially Newcastle were disappointing. We also look vulnerable defensively and ironically short of numbers at centre back, defensive and box to box midfield. We will be there or thereabouts come May though.</p>
</blockquote>

<p>TEB. Are you pleased with the return of the ‘Special One’?</p>

<blockquote>
  <p>CS. Of course!! He is arguably the best manager around, his record at every club has been phenomenal and it’s a great to have him back, the only down side is the pressure and negativity that comes from the press.</p>
</blockquote>

<p>TEB. Where do you think you will finish this season in both the league and cup competitions?</p>

<blockquote>
  <p>CS. I expect to reach the League Cup final after dispatching Arsenal with ease, Mourinho used the competition in his first spell as a marker and a taste of glory for some of the new players, it makes sense to do the same again and aid a strong league finish. Top three in the league seems reasonable, it’ll be hard as everyone is losing and anyone can beat anyone, the gap has closed from the old big four to a big seven, but I think we have enough to push on and give it a good go. City are the main threat and Arsenal keeps on defying the odds. We have been dominated the FA Cup over the last six years, and it’s a competition I would love to win again, the 3rd round draw has given us Derby away, who look much better under new management, if we can get to the next round it really depends on the draw, but a semi-final place should be a realistic target.</p>
</blockquote>

<p>TEB. Where do you stand on the Lukaku debate?</p>

<blockquote>
  <p>CS. What debate? There is none in my opinion, the boy wants to play football, he is young and still raw – he had a chance to pass and win the game for Everton against Arsenal but blazed over after completing owning the Arsenal defence for strength and pace. He obviously has a lot of talent and is clearly worth the £18m we paid for him. He needs to talk less and work more on his teamwork. Chelsea were right to loan him, if he had stayed and sat on the bench or played and not scored it would have put pressure on Mourinho and the rest of the team as well as restricting his development, whilst he is at Everton he’s taken points away from Arsenal and Utd and scored away at Man City, he is helping us and growing as a player and a man and that can only help us long term.</p>
</blockquote>

<p>TEB. Which Chelsea player has impressed and which has disappointed this season?</p>

<blockquote>
  <p>CS. Azpilicueta has been fantastic having had to wait for his opportunity, there was no bad press from home, and he has just worked hard and even though he is out of position, his work rate and desire as made up for any lack of left foot. He has rightly been keeping the best left back in country on the bench. Oscar started the season on fire and perhaps we have missed him in the last couple of games, but Hazard and Mata have started to show why they are top players. No players have disappointed, but there have been one too many individual errors that have cost us goals and then games. Torres has looked poor since his return from injury after initially looking like he had found some form at last.</p>
</blockquote>

<p>TEB. Who should Palace be wary of in the game on Saturday?</p>

<blockquote>
  <p>CS. Hazard, he’s made 25 successful ‘take-ons’ in two games, he’s added end product with goals and assists he’s set himself a benchmark of what we should be expecting game on game now and that should terrify the entire league, three or four Sunderland players could not stop him.</p>
</blockquote>

<p>TEB. Who do you think Chelsea should be concerned about from the Palace line up?</p>

<blockquote>
  <p>CS. Jerome has looked a different player and has led the line well and Ward is doing well defensively, but I don’t think there are any individuals to focus on, Pulis seems to have unified the team and it’s a team effort that has seen a couple of positive results. There is a massive gulf between Chelsea and Palace in terms of quality and any ardent Palace fan would have to agree. The main concern for us is our own mistakes costing us the game against a team that will work hard right to the end.</p>
</blockquote>

<p>TEB. How do you think Palace have fared so far in their return to the Premier League?</p>

<blockquote>
  <p>CS. They struggled early on, but now look savvy in the way they play and perhaps that’s the experience of Pulis coming through.</p>
</blockquote>

<p>TEB. Palace pass the ball around well, look composed in possession whilst not showing anything spectacular. Which is a hidden compliment really, they look just like an ordinary premier league team.</p>

<blockquote>
  <p>CS. They are in the mix and are no worse than Fulham, Sunderland, Norwich, Cardiff, West Ham et al, but it’s the points on the board that really matter and the Eagles will need to beat those around them especially at home. I mentioned a big seven at the top end of the table and balance means there are around seven teams at the bottom end without any team really being cut adrift. Palace has a chance, perhaps a couple of signings in January to add depth might be the key. I expect Palace will get a ‘shock’ result against one of the big boys this season. Just hopefully not this weekend.</p>
</blockquote>

<p>TEB. And finally, your prediction for this one?</p>

<blockquote>
  <p>CS. We’ll concede, that seems inevitable at the moment, but I think some players will have a point to prove and if our striker on the day fancies it, we could roll out  five or six , but I think it will be 2-1 until twenty to go and  we’ll kill the game late on 4-1.</p>
</blockquote>

          <p><center>***</center></p>
          <p> // Published 2013-12-15, with 1150 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Chelsea Ladies - Ward moves on</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-ward-moves-on"/>
    <id>/chelsea-ladies-ward-moves-on</id>
    <updated>2013-11-11T00:00:00+00:00</updated>
    <published>2013-11-11T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Welsh international Helen Ward announced that her contract had expired this week and she was leaving Chelsea for pastures new. We caught up with the centre forward and asked her to recap on a her spell at the club and to find out what happens next.</p>

<p>Hi Helen thanks for taking the time to talk to us it’s been an exciting 3 years at the club since the FA WSL began we’ve had a couple of managers an FA Cup final and some great results of the years so…</p>

<h3 id="what-will-be-your-fondest-memory-from-your-time-at-the-club">What will be your fondest memory from your time at the club?</h3>

<p>I’ve got a few, my first league goal was special as it had been a (really!) long time coming but I knew I had the backing of my manager and the players so when it hit the back of the net it felt amazing and everyone seemed pleased for me. And of course the FA cup run, the semi final, especially, was brilliant, no one outside our dressing room thought we would turn Arsenal over but we did.</p>

<h3 id="what-was-your-favourite-goal-for-the-club">What was your favourite goal for the club?</h3>

<p>The goal in the FA Cup final was pretty special. Even if it hadn’t come in such a big game I think it would still be up there among my best. I’m just gutted that, in the end, it counted for nothing.</p>

<p>Glad you picked that one, It was a fantastic touch, turn and great composure to finish, it was our first Women’s FA Cup final and it was a really enjoyable day out in Bristol. Its a shame to not come away with the trophy especially given the nature of their equaliser in extra time. But as the first Chelsea player to score in a Women’s FA Cup final there are still positives, does this go down as your favourite game or do you have another in mind…</p>

<h3 id="what-was-your-favourite-game-for-the-club">What was your favourite game for the club?</h3>

<p>On a personal level, the 3-1 home win against Everton in the league in 2012. I’d always struggled against them and I’ve always been in teams that have found it tough against them so to win convincingly and to score a hat trick to win the game was fantastic. As far as team performances go, the 2-1 win against Liverpool last season was very good. Our backs were against the wall but we fought for everything and our emergency loan GK, Shannon Lynn, was unbelievable in that game, just as Sarah Quantrill had been against Arsenal in that semi final.</p>

<h3 id="who-was-your-toughest-opposition-defender-or-goalkeeper-to-play-against">Who was your toughest opposition defender or goalkeeper to play against?</h3>

<p>Karen Bardsley at Lincoln had a really good season and I had a few chances against her this season but found her really tough to beat. In terms of Defenders I think Liverpool’s Whitney Engen is a fantastic player with good pace and strength, the same as Gilly Flaherty at Arsenal. But every one you come up against is good in this league, that’s what makes it so special when you do score goals.</p>

<p>Bardsley is a good shout, It’s felt like Lincoln have been a bit of a bogey side for us of the last three years or so, they have once of the best defensives in the league too. Now lets look at your teammates any of those stand out…</p>

<h4 id="who-was-the-best-player-to-play-alongside-at-chelsea">Who was the best player to play alongside at Chelsea?</h4>

<p>Unfortunately I only played a handful of games with Yuki but you can tell she is a class act. On the whole over the three seasons I really enjoyed it when Drew Spence was playing in midfield behind me and also Sue Lappin. As a forward they are exactly the type of player you want, they genuinely seem to enjoy sending a ball through to their forward to score as much as scoring themselves (not like us forwards!) and they are so clever in their play and I felt like they knew exactly where to put the all every time. The pair of them very rarely give the ball away.</p>

<p>We’ve seen a bit more of Drew towards the end of the season and she got a goal in the Development Cup against Millwall at the weekend, so hopefully there is more game time for her next season.</p>

<h3 id="what-are-your-plans-for-the-future-do-you-hope-to-stay-in-the-fawsl">What are your plans for the future? Do you hope to stay in the FAWSL?</h3>

<p>Yeah I’d like to play at the top for as long as I can as I know that once you drop down it can be tough to get back up. I have a few options to consider but I’m not rushing into anything, it could be my last move in football so I need to make sure it is right for me. I’ve one more game for Wales this year so I want to focus on that and then make a decision on my future.</p>

<p>Thanks Helen, On behalf of the club and the fans, we’d like to thank you for all your efforts at the club, we really appreciate your professionalism on the pitch and your friendliness off it, We’ll be keeping an eye on you as well as the press for news of your next challenge. Thanks for taking the time to talk to us and we wish you all the best for the future.</p>

          <p><center>***</center></p>
          <p> // Published 2013-11-11, with 893 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Juan Mata&apos;s Magical Performances vs Reliable Stats</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/ohdenniswise-mata"/>
    <id>/ohdenniswise-mata</id>
    <updated>2013-10-17T00:00:00+00:00</updated>
    <published>2013-10-17T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>What constitutes an assist is debatable, a common area for confusion and discussion. This article will try to explain the method to the madness and aim to be a focal point for future debates.</p>
</blockquote>

<p>I was asked on Twitter how many goals and assists Mata had recorded in all competitions this season. 18 and 25 respectively, at the time of writing. Here’s a typical response during the conversation (see other <a href="https://twitter.com/ShriCFC/status/320859402951331840">Twitter</a>, <a href="https://twitter.com/Karaki91/status/320848320467709952">Twitter</a> and <a href="https://twitter.com/malharcfc08/status/320847704349609984">Twitter</a>):</p>

<p>Opta, a major sports data provider, but by no means the be all and end all of football statistics, states a goal assist is “the final pass or pass-cum-shot leading to the recipient of the ball scoring a goal”. Very definite terms are used: a pass or pass-cum-shot. So winning a penalty, winning a free-kick, or a deflection off a player’s backside doesn’t count unless, of course, the backside in question displayed significant intent!</p>

<p>In the frozen world of Ice Hockey, the NHL handle assists completely differently. An assist is awarded to the last two players to touch the puck prior to the goalscorer, whether the scorer is on their team or otherwise. Occasionally an assist is awarded to just one player if there is no secondary player involvement. Other sports are slightly convoluted and a tad misleading. Bear with me, we’ll revisit this in a minute.</p>

<p>The Premier League use a variety of sources and tweet who assists are awarded to for each goal in each of their league games. They often award the player to touch the ball before the goalscorer or the player fouled to earn a penalty or direct free-kick (that had been successfully converted). These stats are generally aimed at the “fantasy football” audience, where points are accumulated for the build up to a goal. If only goals were rewarded, everyone would pick Lampard but choose Baines (who takes penalties and free kicks) over Cole!</p>

<p>Is it fair for a player who has been tackled, felled from behind, to be awarded an assist? Could a player earning a penalty step up and take the penalty to assist himself? How can a long clearance up field be an assist (e.g. Cole clearing the ball against Barcelona, resulting in Torres scoring)? Despite being the best left-back in the world, I’m 99% sure it was not intentional. There is no way that could have been anything other than good fortune.</p>

<p>Whether data is wrong is sometimes by-the-by, but as long as it is consistent, it enables comparisons to be made. As a former data analyst, now web developer/designer and slightly obsessive compulsive nerd, with acute insomnia, consistency is very important. Context is also important, when “statting” all competitive fixtures, including the Champions League, the European Super Cup and the World Club Cup, as well as the domestic league and cups.</p>

<p>A line has to be drawn to identify the boundaries in statistical analysis, and to be able to interpret these boundaries. All the assist information stored in the TheChels.co.uk database is provided by those best qualified, the analysts that find correlations, causations and insight into the game, ensuring data is to a standard they can trust. Going back to the hockey, it’s not misleading because fans are more aware of the definition and how it works. It’s consistent in each goal, game, season…</p>

<p>Mata has 18 goals and 25 assists in all competitions this season, based on my data.</p>

          <p><center>***</center></p>
          <p> // Published 2013-10-17, with 570 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Chelsea Ladies - Season draws to a close for Chelsea Ladies</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-season-draws-to-a-close-for-chelsea-ladies"/>
    <id>/chelsea-ladies-season-draws-to-a-close-for-chelsea-ladies</id>
    <updated>2013-09-25T00:00:00+00:00</updated>
    <published>2013-09-25T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>The season draws to a close for Chelsea Ladies this weekend with just a home game to Lincoln to finish up what has been a difficult campaign.</p>

<p>The Ladies have endured a difficult month or so, having lost out to Arsenal 1-0 before being beaten by Lincoln away 2-0 and defeats followed against Birmingham 3-2 and Bristol 3-1 in a terrible run of form that has seen the club lose 10 of 11, with a 4-0 victory over bottom of the table Doncaster the only success.</p>

<p>Sofia Jakobsson and Ester Dos Santos have both been sold to Coppenburg in Germany, ahead of the German league campaign. Chelsea Ladies reported the transfer fee represented good business for the club, albeit undisclosed. This has seen the likes of Jodie Brett and Rosella Ayane, who scored the Chelsea goal against Bristol, earn more valuable minutes and experience in what is the last fawsl season without a standard relegation and therefore no real risk.</p>

<p>Jakobsson will be considered a significant loss, as the clubs top scorer this season in all competitions, perhaps given more time Ogimi can add goals next season to boost Aluko and Ward’s tally. Ester’s departure has seen more minutes for Spence and Coombs in midfield and although results have been disappointing they have largely been in keeping with the post mid-season slumps written about previously so there is nothing to suggest a loss of quality on the pitch.</p>

<p>It has always been the club’s philosophy under Emma Hayes to produce a long-standing structure to women’s football from Cobham and the promotion of youth players into the first team is testament to the good work happening at the centre of excellence and in the development teams.</p>

<p>The only real difference in the fawsl this season was the fact Liverpool were able to take their ladies on a full time basis, this opportunity saw them take a couple of players from local rivals Everton and Matt Beard’s appointment paved the way for Gemma Bonner, now captain, Quantrill and Longhurst to leave Chelsea for Merseyside. Liverpool will win the league if they avoid defeat to challengers Bristol on the final day.</p>

<p>In summary, there are lots of positives to take from this season, but plenty of work to do in the off season.</p>

<p>The Chelsea Ladies Development team kick off their season on the 6th of October away at Bristol.</p>

          <p><center>***</center></p>
          <p> // Published 2013-09-25, with 397 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Roambi - Keep Your Team’s Stats Close and Their Opponent&apos;s Even Closer</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/roambi-keep-your-stats-close."/>
    <id>/roambi-keep-your-stats-close.</id>
    <updated>2013-08-22T00:00:00+00:00</updated>
    <published>2013-08-22T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<blockquote>
  <p>For decades football fans having been discussing players, referees, decisions, and results. As technology improves the way in which we communicate, it becomes much more easy to debate these topics with fellow and opposition fans all around the world.</p>
</blockquote>

<p>Additionally, the union of data and football has become an integral part of the match-watching experience. Mobile applications now provide live data analysis, buzzwords like ‘big data’ are becoming household terms, and business intelligence tools are becoming more accessible to the common sports fanatic. It is now possible to drive the debate and decision-making of our favorite sports by equipping supporters with unparalleled statistical knowledge.</p>

<p>Providing insight into a massive pool of data
I work at a statistics agency as a web developer, and Roambi was recommended to my company as feedback for our own mobile application. For the past three years, I’ve used my spare time to record and provide Chelsea football club statistics, and Roambi seemed like the perfect way to provide insight into the data I was collecting.</p>

<h3 id="roambi-analytics-mobile-analytics">Roambi Analytics Mobile Analytics</h3>

<p>To view my Chelsea Stats reports, download Roambi Analytics for iPad and iPhone.</p>

<p>I produced my first Roambi report by copying my data into a spreadsheet, then used Roambi to create a simple pie chart ordering opposition by results with certain referees. The more I used Roambi, the more I loved its simplicity and ease of use, so I expanded my data sets to include pass completion for each player by game to an annual record of goals, assists, and appearances. I also provided location specific data, player performances, referee analysis, and the team’s overall record by season.</p>

<h3 id="expanding-my-reach-with-roambi">Expanding my reach with Roambi</h3>

<p>As I expanded the number of football statistics reports I created with Roambi, I began sharing them through social media, and my reach has since doubled over the last 12 months to about 85,000 football fans on Twitter. All this data (about 30 reports) is available on the iPhone and iPad without a wifi connection, giving football fans debating in the pub or in the stadium concourse before matches the ability to verify their opinions with data that is clear, easy to understand, and easy to share.</p>

<h3 id="looking-to-the-future-of-sport">Looking to the future of sport</h3>

<p>This is just the start of providing intelligence to supporters in an industry that has become more stats driven and increasingly scrutinising of performances, ultimately influencing decision-making in the football business. Roambi has provided a unique way to improve my own content delivery and provide information to my own customers, the fans.</p>

<p>You can download any of my reports using Roambi’s built-in email delivery service here, or follow me on Twitter at @ChelseaStats to get the latest Chelsea Stats reports.</p>

<p>Also, make sure to subscribe to the Roambi Blog for everything mobile and big data.</p>

          <p><center>***</center></p>
          <p> // Published 2013-08-22, with 470 words.</p>
          <p><center>***</center></p>
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  </entry>



<entry>
    <title type="text">[post] Chelsea Ladies - A year with Emma Hayes</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-a-year-with-emma-hayes"/>
    <id>/chelsea-ladies-a-year-with-emma-hayes</id>
    <updated>2013-08-20T00:00:00+00:00</updated>
    <published>2013-08-20T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>This week saw the anniversary of Emma Hayes’ appointment as manager, and after a disappointing defeat 2-0 against Lincoln. Hayes had the chance to celebrate with a league double over leaders Liverpool and a host of former blues.</p>

<p>The ladies were off to a flyer with Jakobsson and Aluko inside the opening 8 minutes to give the blues a 2-0 lead. That’s their 7th and 6th, in all competitions this season, respectively. Liverpool recovered, with a fortunate bounce off a freekick that deceived Telford to trail 2-1 at half time with Chelsea put under real pressure.</p>

<p>Into the second half Liverpool equalised before an own goal from a Jakobsson cross saw the blues go into the final ten minutes 2-3. Liverpool showed why they have become title contenders under Matt Beard scoring 2 late on to snatch a 4-3 victory. They put 4 past our Ladies in the continental cup and have scored 4 against Arsenal and Everton earlier in the season and despite conceding 9 in their last 3 matches they have scored 25 in the league.</p>

<p>The ladies came away disappointed and wounded after a few feisty challenges with Davies taking a knee to the ribs from former teammate Longhurst.</p>

<p>There were a few positives, however, as Sophie Fogarty was able to make her first team debut as a second half substitute after her mid-season move from QPR and new star Ogimi looks to have settled quickly showing good composure and link up play. The Japanese international was unlucky not to score her first goal for the club with a clever lob.</p>

<p>The ladies have won just 3 of the last 12 and just once in the last 8 in all competitions, perhaps more worrying is the 3 wins from 12 matches after the mid-season break over the last 3 seasons.</p>

<p>Maybe there is an underlying problem that comes with a heavily congested first part of the season followed by a long break before having to adjust to another set of games. The blues have now played 10 league games, more than any other side and have 4 remaining including Arsenal next up on the 29th of August, a Thursday night. The game is being shown live on BT Sport.</p>

<p>Hannah Blundell, meanwhile, is in Wales with the England Under 19s who took a well earned point in the group stage with a 0-0 draw with France.</p>

          <p><center>***</center></p>
          <p> // Published 2013-08-20, with 399 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea Ladies - Doncaster</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-vs-doncaster"/>
    <id>/chelsea-ladies-vs-doncaster</id>
    <updated>2013-08-06T00:00:00+00:00</updated>
    <published>2013-08-06T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Chelsea Ladies returned to FAWSL action with a convincing 4-0 victory over Doncaster Rovers Belles. Emma Hayes chose a very attack minded team with essentially four strikers. Helen Ward led the attack and was flanked by Eni Aluko and Sofia Jakobsson, interchanging in wider positions.</p>

<p>New signing Yuki Ogimi playing just behind in the number 10 role. The Japanese international, and first Japanese player to feature in the FAWSL, settled in quickly and showed her class with some excellent link up play to wow the 400+ crowd at Wheatsheaf Park.</p>

<p>The fluidity and movement of the front four created numerous opportunities throughout the match and it was a fine through pass from Ward that set Eni Aluko on her way beyond the Belles defence to round the keeper cooly to open the scoring. Ward was then denied on 3 occassions by some last ditch tackling and blocking as well forcing a low save from Nicola Davies the former Chelsea player making her debut for Doncaster.</p>

<p>Doncaster struggled to cope with the running in behind. The Blues had countless corners as they searched for the second goal and Ward came closest again with her glancing header going just wide at the far post.</p>

<p>It almost felt like it was going to be one of those days of rued missed chances, as Ester rocketed a left foot shot out of the ground from a wide angle 8 yards out, but Aluko added a second just before half time picking up the ball on the left wing, she cut inside with a step-over beat two players and rounded a third before finding a pass into Ward’s feet who returned the one-two for Aluko to glide in and finish from 6 yards. A fine goal from the England international.</p>

<p>Helen Ward would add to her assists and good all round performance with a goal in the second half as Jakobsson’s effort, after a run down the right hand side, came back off the post and landed at the feet of Ward who had gambled and was rewarded to make it 3-0.</p>

<p>Immediately after Doncaster had their best chance of the match with a good driving run through the middle but their shot beat Telford but could only hit the far post before falling to a blue shirt to clear.</p>

<p>Jakobsson wrapped up all three points adding the 4th, latching on a misplaced shot (or very clever volleyed pass!) from Buet to blast the ball home.</p>

<p>Although Ogimi was not credited with any goals or assists it was a fine performance and she was involved in virtually every attack, leading to Hayes saying post match “She smoked a cigar whilst playing she was that amazing… Look she isn’t even sweating” on what was a hot sunny day in Staines.</p>

<p>It seemed like there was instant chemistry between the midfield and attack as she often dropped deep to pick up the ball with an assured touch and good strength and the decision making that befits an international with 100 caps.</p>

<p>Victoria Williams, a Belles defender, who had a brief spell at Chelsea in 2012, commented on Yuki Ogimi’s performance on twitter, calling Chelsea’s new Japanese player ‘class‘.</p>

<p>Doncaster did create a few chances themselves at 1-0 and into the second half but were largely reduced to speculative long range efforts with Sue Smith coming closest at 4-0 forcing Telford to tip over the bar.</p>

<p>Hayes was able to bring on Jodie Brett and Rosella Ayane, both 17, in the second half for their FAWSL debuts having recently been promoted from the club’s Centre of Excellence. This lead to a change of shape with Ogimi pushed higher up the pitch as the other three forwards were replaced.</p>

<p>Susi was the other sub and took up an attacking wide role with Ayane on the other flank and both quickly drove at the Doncaster full-backs with Susi creating a couple of chances and Ayane enjoyed some confidence boosting first touches and showed good skill and pace to burst past a couple of opposition down the left wing.</p>

<p>Brett took up a deep-lying playmaker role on her arrival and showed good tactical awareness to commit a foul when it looked like Doncaster might break into a good attacking area and showed a strong tackle when needed against senior and experienced opposition.</p>

<p>The overall team performance was exceptional. The back four were all composed in possession and played out from the back. Buet and Ester bossed midfield, with the later taken up a higher position on the pitch than in recent games, this was something I heard Hayes emphasising to the Brazilian after the warm-ups. Ester’s English has evidently improved and she arguably had her best game of the season.</p>

<p>The win takes the Ladies up to third in the table above Arsenal on goal difference, but having played more games.</p>

<p>In the other games Bristol extended their lead at the top of the league and realistically look out of reach, whilst Liverpool lost,for only the second time this season, to Arsenal the night before, The team from Merseyside are just 5 points a head of our Ladies who should now be aiming for a top three finish.</p>

<p>With a very bright future for a young and talented squad, it’s only a matter of time before we are challenging for the title and Champions League qualification.</p>

          <p><center>***</center></p>
          <p> // Published 2013-08-06, with 895 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea Ladies - Transfer Roundup</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-transfer-roundup"/>
    <id>/chelsea-ladies-transfer-roundup</id>
    <updated>2013-07-26T00:00:00+00:00</updated>
    <published>2013-07-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>It has been a busy pre-mid-season for Emma Hayes and her coaching staff as both Olina Viddarsdottir and Edda Gardarsdottir both left the club and returned home to Iceland, with the former making brief substitute appearances at Euro 2013 in Sweden.</p>

<p>Sophie Fogarty was signed from QPR, primarily as a reserve/youth player but was quickly offered first team contract terms and should be first choice in the left back spot for the remainder of the season as Claire Rafferty is still out with a long term injury.</p>

<p>Kate Longhurst has also moved on, having been released. Matt Beard, the former Chelsea Ladies manager, didn’t think twice about taking her to Liverpool to join up with other former blues Gemma Bonner and Sarah Quantrill.</p>

<p>Longhurst who scored in the Women’s FA Cup final for Chelsea under Beard last year has freed up space in the squad, Hayes has made quite the signing in Japanese international Yuki Ogimi, a player of experience and quality to bolster the blues’ frontline. Yuki had scored 80 goals in just 109 games for her former club Turbine Potsdam. She also boasts 13 major honours for club and country and around 100 international caps.</p>

<p>At the other end, goalkeeper Marie Hourihan has joined the club from Birmingham with our stopper Jess Myers heading the other way. Nicky Davies has also returned to the club having been on leave from the start of the season.</p>

<p>That leave meant an emergency loan for Shannon Lynn, whilst Carly Telford was out injured, and that deal has now expired and Shannon has returned to Scotland, leaving the club with three experienced keepers to challenge for the matchday squad.</p>

<p>We wish good luck and a bright future to all those moving on and a warm welcome to the new additions who are now just weeks away from resumption of the FAWSL with a home fixture vs Doncaster Rovers Belles.</p>

          <p><center>***</center></p>
          <p> // Published 2013-07-26, with 317 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] Chelsea Ladies - Mid-season break</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/chelsea-ladies-midseason-break"/>
    <id>/chelsea-ladies-midseason-break</id>
    <updated>2013-06-18T00:00:00+00:00</updated>
    <published>2013-06-18T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>It’s the mid-season break in the Women’s Super League So this seems like a good time to begin this blog as we recap over an exciting and transitional few months for the Ladies team. Chelsea sit 4th by virtue of goals scored over 5th placed Arsenal, albeit our London rivals and last season’s champions have two games in hand.</p>

<p>Soccer - Chelsea Ladies Photocall - Cobham Training Ground</p>

<p>Top 4, of 8, was the target for boss Emma Hayes at the summer break, who spoke candidly after defeat to the gunners in game six. Hayes spoke about a long term project, stability and setting the infrastructure and the building blocks for the future, not too dissimilar to a certain special one in the men’s game. This is already evident with access to Cobham and the medical staff and with some of the ladies now able to train on a full time basis.</p>

<p>Despite a promising start to the season drawing with Birmingham and beating Doncaster 4-0, the ladies have succumbed to 6 defeats in the last 7 in all competitions, including early exits from the Women’s FA Cup and Continental (League) Cup.</p>

<p>There has been positives to take from the first half of the season, however, most notably the deserved victory over high flying Liverpool, managed by former Ladies boss Matt Beard. It is Liverpool’s only league defeat to date as they sit at the top of the table.</p>

<p>It is a also a new look Chelsea team with 10 new signings adding experience and international quality to what was a young side left by Beard at the tail end of last season. Hayes has added Icelandic internationals Olina Vidarsdottir, a defender, and Edda Gardsdottir a midfielder.</p>

<p>Hayes also bought in Ester Dos Santos from Brazil, who can be likened to fellow Brazilian Ramires from the men’s team as a galloping box to box midfielder, but without a word of English it will take her time to learn and adjust. Those three players are the only members of the squad aged over 30.</p>

<p>Swedish international Sofia Jakobbson was another addition and at 23, she is young, very quick and she has already scored 5 in all competitions this season, Eniola Aluko has also returned to the club scoring 3 and assisting 3, while the likes of Hannah Blundell who scored on her debut vs Birmingham away, have been promoted from the youth and reserves. The future is bright.</p>

<p>The break will give a good opportunity to work together and improve for those not on international duty in the European Championships, but we should congratulate Helen Ward on her goal for Wales this week in their 2-2 draw with Slovakia and to both Eni Aluko and Dunia Susi who made Hope Powell’s England team announced this week.</p>

<p>Chelsea Ladies return to action on the 4th of August at 2pm with a home match against bottom of the league Doncaster Rovers Belles at Staines Town FC. The ladies have won all 5 of the previous WSL meetings between the sides averaging over 3 goals per game.</p>

          <p><center>***</center></p>
          <p> // Published 2013-06-18, with 514 words.</p>
          <p><center>***</center></p>
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<entry>
    <title type="text">[post] EPL Index - The Rise and Rise of Salomon Kalou – Opta Analysis</title>
    <link rel="alternate" type="text/html" href="https://thechels.uk/eplindex-the-rise-and-rise-of-salomon-kalou"/>
    <id>/eplindex-the-rise-and-rise-of-salomon-kalou</id>
    <updated>2012-03-26T00:00:00+00:00</updated>
    <published>2012-03-26T00:00:00+00:00</published>
    <category term="posts" label="Posts"/>
    <content type="html"><![CDATA[<p>Salomon Kalou confuses. The Ivorian sparks debate and splits Chelsea fans as to whether he is even worth a place in the side, courted by Arsene Wenger, there must be something about the man whose contract is up at the end of the season. Rumours are that he has been offered a new 4 year deal.</p>

<p>Kalou has always been a squad player at Chelsea and holds the all time record for substitute appearances, he has been a hero, crossing that ball on to Riise’s head in the Champions League. late goals against Manchester United and Tottenham in recent seasons, a hat trick against Stoke in a 7-0 thumping,  but from game to game he is much maligned.  Screen Shot 2012 03 25 at 23.40.48 300x186 The Rise and Rise of Salomon Kalou   Opta Analysis</p>

<p>He has been improving over the last 3 seasons but is finding it hard and harder to find a place in the side. Kalou has seen his successful dribbles improve by 43%. his shooting accuracy has also improved as has his pass completion steadily from 76.39% in 2008/09 to 82.61% this season</p>

<p>Salomon Kalou, has had to wait for opportunities at Chelsea this season but made an immediate impact scoring the 2nd goal against Leicester City in the FA Cup. The Ivorian has scored 1 goal in 3 games for the club in the premier league this season and boasts 100% shooting accuracy in 3 of his first 4 appearances of the season. Kalou has also had a shot every 45.33 minutes and a shot on target every 68 minutes on average.</p>

<p>In the recent Chelsea victory over Stoke on the 10th March, Mata and Kalou both created 5 chances, the former praised, the later criticised for a having a poor game the only difference between them was Drogba converting one of those chances, from the Spaniard. That was by far Kalou’s best game of the season, he produced 5 of his 8 chances created all season, but was then left out of the side again.</p>

<p>Looking at key statistics of our wide players and strikers for completeness as Kalou can play either role the Ivorian comes out favourably.</p>

<p>Only Juan Mata creates chances in a shorter time span and only Drogba has a better minutes per goal ratio.</p>

<p>Kalou leads the other four on successful dribbles per game and on pass completion. He is also the most accurate shooter and has the best chance conversion.</p>

<p>The data may indeed be skewed by the fact his appearances have been few and far between but his numbers suggest he is deserving of more chances as other players are struggling and could prove crucial as Chelsea cling on to hope of Champions League qualification.</p>

          <p><center>***</center></p>
          <p> // Published 2012-03-26, with 457 words.</p>
          <p><center>***</center></p>
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