skysight-inc/HackerNews huggingface dataset:
The first thing you should do is go to your direct manager and discuss the feedback you got. See if they feel the same way. One of three things is happening. Either your boss went off on you without communicating with your direct supervisor.(unlikely) Or your direct supervisor feels this way and is too chickenshit to them yourself. Or they are throwing you under the bus.

The second thing you should take into account when planning your career is you probably aren't going to promoted under this boss.

Third thing is "welcome to the corporate world!" You probably need to do two things more often. One is request feedback from your direct supervisor more often. The second is let people know what you're doing, how you're doing it, and what circumstances are holding you back. Basically if someone changes something and that means you're going to miss your deadline let everyone know in via email. If you run into any issues that will delay the project, again send out an email explaining the issue why it was unforeseen, and how it'll impact the deadline.
"If so, that sounds like you're SENDING the spam messages in addition to receiving them."

This is a bizarre and almost intentionally obtuse interpretation of the ops problem (albeit literally correct).

If I have built an auto-forward between two endpoints that I control (or at least have permission or authority over) I am not a bad actor in any capacity.

A much more appropriate workflow here would be for Twilio to cross-check this "spam" with inbound spam into twilio itself for some other number his account controls.

Which is to say, if a Twilio account originates a suspect message, first check to see that suspect message was sent, inbound, to it before auto-DoSing an entire business. This shouldn't be too tough, especially since these events probably occur in step with each other.
I would have an honest conversation with your manager about the meeting that you had with the manager's manager.

Be plain and tell them that it made you uncomfortable and confused given your contributions to the project and the fact that you hadn't heard any negative feedback prior. Their response could be one of many. They could say that the boss is an asshole and just overreacted. They could say, "Actually, they were right. We've been disappointed with this project and think you could have done better."

If the response is the latter, it then really opens a whole other can of worms because if they have been disappointed with your performance all along, why are you just learning about it now?

Managers have responsibilities to their direct reports, especially junior devs to provide ongoing feedback and guidance. If that hasn't happened in this case and the project is considered a failure, that is a major problem.

I also think it's possible that your manager's manager is uncomfortable being direct with your manager. So instead of having a candid conversation with them, they used you as an emotional punching bag as a way to air their grievances. Which is totally inappropriate and nothing you should take personally, but is also something that should be considered a red flag to working for/with these people.
I wonder if this could affect GPS satellite lock performance by causing incorrect almanac lookups...
Hey there! The most interesting one is the architecture optimization presets (eg: -march=native)

In my case, I wanted to try to see if any benefit was noted with the znver2 optimizations for my Ryzen-based system
this is really good advice. To go further, sometimes the homework changes, sometimes its not really necessary and can be delayed or ignored. Sometimes other unassigned work is more important. All of these are important discussions to have with co-workers, mentors, and managers.
If the parent comment had advocated for the terrible things you’ve railed against, your comment would make a lot of sense.
Fine then, a decentralized Ponzi scheme.
On Windows I find the blink based Edge to still be worlds ahead of Chrome as far as battery friendliness.
I would argue exactly the contrary: the real world, the seasons and stars and seeds, is pitilessly rational. It cannot be tricked, pleaded with, or emotionally manipulated. It is harsh, but equally so to everyone, and according to an inexorable logic that cannot be altered but can be exploited. It is the special contexts the humans have created, like churches, courts, and tribes, where the laws of rationality can be imperfectly and temporarily suspended, replaced by a "virtual reality" that is merely a social consensus.
It's not supposed to reflect well on Venezuela, nor supposed to be a slight to France. I'm just saying that Venezuela is not an especially socialist economy.

Here is a source:

https://www.ceicdata.com/en/indicator/venezuela/private-cons...

Compared to:

https://www.ceicdata.com/en/indicator/france/private-consump...

As well as

https://www.ceicdata.com/en/indicator/venezuela/public-consu...

Compared to:

https://www.ceicdata.com/en/indicator/france/public-consumpt...
> - Stop caring too much about company problems, and focus on your own work. You should not care if the manager does his job poorly or if the company is not doing so well. It not your fault. They are running the business poorly.

This entirely depends on whether you care about promotions. Understanding the company problems, and your manager's problems will directly impact your ability to get promoted in the future.
I think just about every new developer makes mistakes that make a project take longer than it had to but this is how you learn and improve for next time.
Thank you for your thoughts - would you mind recommending an make of air purifier? The only ones I can find seem too small to be what you are describing
It seems you have a pretty solid grasp of our policy; its all in order to meet our goal of enabling civil discussion.

Indeed, misinformation is tough and is in my opinion the trickiest one.
I actually didn't think nudity would be as difficult to moderate, but still somewhere up there. Thanks for sharing an example, a similar example did come to mind and we'll definitely have to iterate on our policy as time goes on.

Tolerance does vary across people, and I agree one-size-fits-all doesn't exist. That being said, sometimes is a sacrifice one is willing to make in order to participate as part of a broader audience.

With regards to federation, I am a bit familiar with Mastodon, which is what came to mind first. I see the main concept, but it does come at a cost; some things are better (or at least more user-friendly) when they are integrated. But I supposed as time goes on people could be willing to put in more work to customize their experiences.

Also, thanks for catching the typo, its fixed now!
Don't sweat it too much, but it sounds to me like this organization has communication problems, and it's not really realistic to expect a fresh face to industry to identify them consistently and act proactively. I personally think your skip-level was having a bad day (in which case they may feel bad about how they said what they did) or an abrasive personality (in which case they may not). In the latter case, they may or may not hold a grudge. Ideally, it's the "not." Some people are brusque but really do not overweight it in ongoing evaluation.

Now that you know the communication problems are there, regardless of the accuracy of fault finding, you may have an inkling on how to compensate for it now.

If they start dogging you with bad projects or bad work conditions, I'd start looking for the door. If not, write it off, hold no grudges, and focus on learning.
I could understand that perhaps I am a little provocative or too radical for this crowd (and am used to the downvotes), but it is really sad/discouraging that this measured, historically-minded, and generally rational comment is getting downvoted too!
One of my best friends is autistic. He's definitely a weirdo at times (I mean that in a positive way, for instance he likes old movies and watches them constantly, but when he says a movie is good he has never been wrong) but he's a good guy, would never betray anyone and is always social and fun to be around as long as it is inside of his comfort zone.
Strikes me that the person not doing good work here is your boss and, probably, your manager.

What did the meeting you have actually accomplish? How will it help you or the rest of the team improve?

If the project or the timeline are so important, how does any of this help you get there? If I have a real deadline that I need somebody to hit, I'm going to explain the context of the deadline to them—how else are they going to make good decisions to actually hit the deadline?—and I'm going to continue talking with them throughout the whole process so that both of us understand how the project is progressing compared to expectations. If something is slowing the work down, what should we do about that? If there really is some mismatch in skills, what can we do to help you improve, and how should we adjust the rest of our plans?

Feedback like this should never come as a surprise. I don't like absolute rules in any complex scenario, but this is about as close to an absolute rule for leading a team as I can imagine. Even if the overall assessment of your work is "fair"—how likely is that?—the fact that it came out of nowhere for you and that you are not sure what will happen next is straight-up bad leadership.

It sounds like you're feeling guilty about the feedback, or that it means you are not an effective programmer. The one upside about this situation is that there are specific reasons to believe it really is them, not you. The downside is that there probably isn't much you can realistically do to change the situation—after all, if your leaders aren't effective, how much do you expect working "harder" to change anything? The main thing that I've found helpful in these situations is to remember that your "performance" is very context-specific, and the context here sucks. I've often found it hard to feel this viscerally, but even just thinking this rationally and recognizing my feelings for what they are has helped.

Recognizing this also helped me get in the right state of mind to decide what to do next. I've had situations like this a couple of times; the first time I ended up switching companies and the second time I switched teams within the same company—both times, it made a larger difference than I expected.
I doubt if your manager really had to miss the meeting to put out a fire. It feels like things were set up so that your skip-level manager could upbraid you about your work. One possibility that does explain it satisfactorily is that your manager was promoted recently into people-management, and your skip-level manager is still handling some of the performance management conversations. If this is not the case, this is something of a red flag.

In the same vein, it's very unusual for your skip level to have a meeting about this and talk about design, code etc. People at that level typically do not get involved in things at this level: in fact, your manager is the one who will have a lower-level involvement.

Alternately, your immediate manager is leaving or being fired and your skip-level manager is taking stock of what he's going to have to deal with in the near future.

In either case, it does not look like a good situation. You should interview aggressively and take a new position, even if you really are at fault. Impressions of someone as a bad performer almost never go away, and it is rarely worth the effort to stay to fix that impression. You are better off being able to get a reasonable reference while things have not escalated.
How did you get COOP/COEP in Github pages? A quick search just now suggested it might be possible with a Service Worker[0], with the caveat that it may only work on _second_ load.

0 - https://dev.to/stefnotch/enabling-coop-coep-without-touching...
When i switched to dvorak, i quickly realized that the main benefit i got was improved comfort, not a ton more speed. My point is only that one should focus on comfort with any keyboard, especially when you're using it multiple hours per day.
The roots of deep learning are from around the same era, if not a bit earlier - it's just that we didn't have the computing power to do much with it so DL kind of languished until ~15 years ago with the advent of capable GPUs. Is ART important? Can it do what DL does now? Hard to say. A lot of money and effort has been poured into DL to get it this far. If ART had gotten the attention/investment instead would it be where DL is now?
Whoever invents a pill that makes your penis bigger will be a trillionaire. How is it that nobody has figured that out?
Sorry that happened, sounds like it was a very difficult experience. Talking this through with your manager or a trusted coworker is definitely going to yield better advice than what people can offer without context. However a few thoughts:

1. Treat individual bits of feedback as one of many inputs to career growth: Feedback isn't infallible, even if it comes from smart / experienced people. It is tinged by personal quicks and biases, and often comes from a place of incomplete context. There are valuable things to be learned from it, but you should use each bit of feedback to update your existing priors rather than throwing out everything you previously believed.

2. Perception and reality are not the same: A dirty secret about "work" is that the perception of your work is often more important to advancement than the objective quality. I think it's helpful to keep that in mind when reflecting on this person's feedback, and think about what are the actions you can take to ensure that perception of your work is improved (not just here but in future roles).
An idea that no one is willing to pay for is effectively worthless.

Nobody gets rich from ideas, they get rich from execution.

An unexecuted idea which is kept secret has zero impact on the world except inflating the ideators ego. If you can't execute it yourself, put it out into the world for someone else to.
> Now I have covid. Everything is fine, feels like the least ill i ever was from anything. But I wanted to state that omnicron is a beast.

So you’re the least ill you’ve ever been from anything but it’s also “a beast”?
Self-host Zulip - which in my opinion is better than Slack anyway and supports slack incoming webhooks.

https://zulip.com/
If you use pandoc, have you considered epub as a target format? I am getting good results going from latex to epub using pandoc. Not sure what your sources and toolchain are like, though.

Thanks for the great guides. :)
I thought the cost was dramatically cheaper than subway systems because it was a much smaller diameter tunnel and didn't require nearly as much equipment? I seem to remember it was something like 10 or 100x cheaper (I'll have to look up numbers later). No question it'll be a lot less throughput.

It seems like the factors are the cost per mile, time to build, and people per hour vs a subway system. All need to be weighed to have it make sense. Obviously they can't employ people to drive you in Teslas either. It's only worth it if I can drive in with my car and drive out the other end. If it is 10x cheaper, can we build 10x the number of tunnels to achieve similar results? I really just don't know yet.
1 in 13 flights were canceled during the holidays
Haha, definitely understandable! The constraints one operates in always differ, so that's why I really try to stay flexible (or forgiving) in this situation.

Our development teams at work have a lot of [vulnerability scanning] trouble from bundling things they don't need. In that light, I suggest keeping things small - but that's the 'later' part you alluded towards :)
Courage today is removing a 3.5mm jack plug socket, not reasoned discussion with accompanying evidence to back up assertions.

FWIW, I would never discuss anything remotely politicisable on work systems. Vi vs emacs and branching model debates are enough to remind me how vitriolic people can be.
This is my take. To the OP, ask yourself, how accustomed are you to being critiqued? If you're smart and did well in school work, you may never have heard someone frankly point out where you can do better. Remember your manager is also accountable to his boss and his boss is accountable on up the chain. Your tenured professor in school is accountable to nobody; he's not managing a project that's behind schedule and having to explain why to his boss.

It's not uncommon for a new employee on your first job to get your work torn to shreds in the beginning until you figure out all the unwritten rules on how work gets done. It's normal.

And yes, do try to stay more "in touch" with your mananger and peers on work you are doing, your progress, state of the overall project, questions or blockers you may be facing. It's not school (those assignments are toy problems for the most part, now you are in the real world where things are not as cleanly defined and requirements can change midstream); it's not a test; it is about getting work done with all the resources you can utilize.
The article under discussion covers the fact that patents aren't perfect in that regard. They cover the first person who stakes their claim, which may not actually be the originator.
The amount of attention from a body (nurse, doctor, janitor) that a person who has a serious case of COVID needs, is, at least a few orders of magnitude less "on-hands" than a surgery, any surgery (non-essential or not; that's a non-stater, and commonly used as fodder to pad your main point).

The reality is that there aren't that many interventions that need to take place to help those with a serious case of COVID. It's not open heart surgery nor is it a more garden variety surgical procedure such as cyst removal or non-invasive plastic surgery. Apart from intubation and steroids in some cases, where's the rocket science here? An EMT or an army medic, with the right equipment, will more likely than not guarantee the same quality of healthcare that an MD or nurse will give.

Although I hardly think you'll meet me halfway on that, so here's this question: Do you think the situation is/was helped by firing all unvaccinated healthcare professionals at hospitals around the country? If so, why? If not, why?
China may have banned crypto 'publicly' but by design they would have a hard time truly banning it given that wallet addresses aren't associated with personal identity and blockchains which don't make transactions easily browsable exist too.

Their ban has the effect of preventing centralized exchanges from providing services in China. But there's no practical way for them to crack down on decentralized exchanges and/or people trading them in-person.

In the above hypothetical case, if his government were to ban use of crypto, he'd still be better off in the sense that the government isn't going to be able to just find the coins hidden in a mattress the way they might with physical money. It'd be illegal either way, but one way would be much harder to trace.

This is of course ignoring the volatility involved in holding crypto, which somewhat weakens the stated benefit given that the goal seems to be to avoid volatility of the local currency.
1) we have your side of the story. It may be completely accurate. But try to step outside yourself an imagine you were looking at an employee doing what you're doing. Would the impression of productivity be the same?

2) Have a frank, blunt conversation with your direct manager about precisely what was said by the boss and determine if they agree with the boss's impression. If their impression is the same, you really need a deeper conversation about the specific criticisms. Make sure your explanations do not sound like excuses: preferably it would include a fairly accurate accounting of time spent on each aspect of the project and why it was necessary at the time. Ask for feedback on how you might have done something different.

3) If your direct manager is on your side, do what you can to encourage them to explain things to your boss. That may be difficult because there could be aspects of it that would make your boss look bad-- things that were your fault, not theirs. That could even be why the manager bailed on the meeting. That happened to me once, with the CEO no less. The VP that was supposed to be in the meeting with me was a no-show, and the issue was their responsibility not mine. If the manager didn't deliberately leave you out to dry, they may still be able to mitigate the damage a bit.

4) it's possible the boss just doesn't like you. Personality clash, something else, I don't know. I've seen that: a relative of mine had to fight to keep their job when their manager loved them but the boss higher up had an unreasonable dislike of them and thought they didn't work very hard. Luckily it was a good manager who fought for the relative.

5) if none of the above help and things continue on this path, prepare your resume and actively seek another job before they have a chance to fire you. Especially in tech, it's a shoppers market for people shopping for a new job. If you live near a tech hub or really any metropolitan area then it shouldn't be hard to find another job. You might not like it as much as your current job, but if not then you can bide your time there, learn what you can, do some good work to add to your resume, and then find a more satisfying position somewhere else.

Good luck!
An expert on civil war issues a warning about America, but exaggerates
Think on the feedback received in a constructuve manner for what it might contain of value but do not let it undermine your confidence. Use it to get better.

Many of us will receive undeserved negative feedback at some point in our career. Receiving at the start of it, it is just harder to take it but use it to grow. This is one more thing to learn.

I must say that your managers seems pretty rubbish for many things: conducting this meeting wihtout your manager in the room, unloading his fustrations on you and apparent lack of steering.

Whether to leave or not: do not fight it as they are part and judge so you will not win. But have an open conversation what this means. Do not overreact but do not ignore it neither. And be cool, your present job have great things on it but there are many others.
Mistakes are a part of life. Do not be ashamed of mistakes, you will only limit yourself. I'm sure you're already aware of this, but sometimes we all need a reminder.

As for the project, you should consider how much mentorship you received. If there was none, then obviously a high degree of mistakes is natural, especially for someone new to "professional software development" (if such a thing exists). If there was a lot of it and you blatantly ignored it, you should take responsibility for it.

Most importantly, keep a healthy work-life balance. It's easy to forget it, especially when first entering the workforce and thinking that you need to "prove yourself". Most of us are average; if you are too, accept it and keep living as best as you can. The 10x coders can keep on 10x-ing, but the world depends on the average person.
From my experience, any time a project isn’t on time, something like this happens from someone up high. And guess what? They are rarely “on time”. The solution is adjusting the definition of “on time”, whether it is cutting the scope of the project, better estimation, or conveying the scope and velocity during the project. Usually this falls on senior/leads/management, but it is a good skill to learn as a junior.

Don’t sweat it. The real world sometimes recognizes your effort, and sometimes beats you down and gaslights. You know the effort you put in, and that’s what matters. Get experience, and if it continues, hop somewhere else after a year or two. Get a nice pay bump. Win-win.