Public Notes


Recent Activity

  • Leandro shared from Becoming a Technical Leader by Gerald Weinberg
    Instead of leading people, as in the threat/reward model, organic leadership leads the process, Leading people requires that they relinquish control over their lives. Leading the process is responsive to people, giving them choices and leaving them in control. They are empowered in much the same way a gardener empowers seeds—not by forcing them to grow, but by tapping the power that lies dormant within them.
    Note: Empowerment. Create the environment to people grow by their own. This is a key point.
  • Leandro shared from Becoming a Technical Leader by Gerald Weinberg
    In this book, I will use and develop a number of models for understanding that slippery phenomenon we sometimes call "leader- ship." To be an effective leader, you will have to have many models at your disposal, and be able to switch appropriately from one to another as the situation demands. Most of the models I favor may be considered organic models, in contrast to linear models, but there are times when I can be quite appropriately linear.
    Note: Dando um passo atrás e voltando a estudar liderança desde o básico.
  • Leandro shared from The New Encyclopedia of Modern Bodybuilding: The Bible of Bodybuilding, Fully Updated and Revised by Arnold Schwarzenegger
    Aerobic exercise (which means “with oxygen”) involves high-repetition effort at sufficiently low intensity so that the body can pump enough blood and oxygen to the area to keep the muscle supplied—running a marathon, for example. Or an aerobics class. Weight training is anaerobic (“without oxygen”) and the muscular contraction involved is just too intense for the oxygen supply to keep pace. So your muscles run out of oxygen, you fatigue, and have to rest while the body pumps more blood and oxygen to the fatigued area.
    Note: Got it?!
  • Leandro shared from The Art of Scalability: Scalable Web Architecture, Processes, and Organizations for the Modern Enterprise by Michael T. Fisher, Martin L. Abbott
    You can delegate anything you would like, but you can never delegate the accountability for results.
    Note: Na mosca!
  • Leandro shared from The Art of Scalability: Scalable Web Architecture, Processes, and Organizations for the Modern Enterprise by Michael T. Fisher, Martin L. Abbott
    Without people, who designed and implemented your system? Who runs it? Following from that, people are the source of the successes and failures that lead to whatever level of scale you have achieved and will achieve.
    Note: Sempre bom lembrar.
(São Paulo - Brazil)
Leandro Silva