背景

在上一篇文章《实现自定义域名Github Page网站Https访问》,我们实现了网站的https协议的添加，但有一个小问题，用户依然可以通过http协议访问网站。现在大部分网站都实现了强制跳转https网站的功能，以提高网站安全性，那基于github page的网站如何实现这个功能呢？

设置步骤

其实只要在github上进行简单的配置就可以实现了，以下是配置过程：

1. 在 GitHub 上，导航到站点的仓库，在存储库名称下，单击 “Setting”。
   
2. 在边栏的“Code and automation”部分，单击“Pages”。

设置好了以后，再用http访问网站，自动跳到的https的网址，设置成功。

RULE #5: SET EXPECTATIONS, BUT KNOW THAT YOU’RE NOT ALWAYS THE ONE WHO NEEDS TO BRING THE CLARITY.

If there’s a new role that’s been poorly defined, providing clarification is the first step. Once you define it, you’ll usually find that someone who’s in that role isn’t actually a fit for what the business needs.

• Do people’s roles make sense?
• Do they know how they fit in?
• How they align to the business?
• Do they know what’s expected of them?
• Do they know what success looks like?
  80% of the time when I go into a team that’s struggling, the answers to those questions is no.

Be realistic about what you can offer, but remember that it’s BYOC (Bring Your Own Clarity). I actually need people who bring their own clarity and structure. And that’s because I don’t have a lot of the answers right now. To be a better manager, you have to be really realistic about what you can control and what you can offer — and what you can’t.

Often a low performer isn’t someone who is inherently low performing. It is someone who has the wrong set of circumstances around them — they’re in the wrong job or in the wrong organization. A lot of times when people are struggling it’s not because they’re bad at stuff, but because they don’t know what’s expected of them. Give them the chance to see the gap and say, ‘I know I can do it,’ or ‘This really isn’t for me actually.’

Inspiration 5: Set expectations is important

Setting clear expectations is essential for both high-performing and low-performing employees. In the past, I did not do a good job of setting clear expectations, which impacted high-performing employees’ motivation to achieve even greater goals and low-performing employees’ direction in making an effort to improve.

To Be Continue…

背景

与服务器打交道，免不了和Linux命令打交道，虽然常用的都会，但遇上一些特殊情况，就需要查手册，在系统里查太麻烦，网上搜索效率比较低，今天看到一个github项目解决了这个问题，分享纪录一下。

演示

可以用短地址：https://git.io/linux 访问网站：

RULE #4: SPEND MORE TIME THAN YOU THINK YOU NEED TO WITH YOUR HIGH PERFORMERS.

As managers, we often forget that we should be spending most of our time with the highest performers on our team. When you have someone who’s doing really well, the question should be, ‘How can they do even better? How can you make their growth explode?’” , Here are the two tools:

Look back, look forward

Whatever milestone that makes the most sense for that person’s role. I ask them to look back on a project that they just finished and run through these questions:
Look back:

• What did you like about that? What felt good?

• What did you hate about it? What didn’t feel good?

• What’s the most important thing you learned?

• Do you want to do more of that type of work, or less?

• What do you want to do differently next time?

Look forward:

• What’s the next challenge?

• What’s the next big step or career goal you want to reach for?

• What type of work do you want to take on, whether it’s a current project in the company or something that might potentially show up in the future?

In essence, it’s about carving out the time to help an individual reflect on their learning, unpack what didn’t work so that they know what to change next time, and then look toward the next challenge on the horizon.

Use the performance review as an opportunity to push for more.

We don’t want them to be too important because we want you to have these conversations all year long. However, the review was a powerful summary moment to both reflect on the last half and how things had gone, but also to push me on what she wanted to see next.

Inspiration 4: Spend more time & Listen

• In the past, I used to devote a lot of energy to the latter half of team management and neglect the development of high-potential talent. This is certainly a counterproductive approach, as it does not leverage the full potential of the team.

• The way we communicate is essential, and it’s important to be well-prepared before engaging in communication. This involves actively listening to others, engaging in discussions, and then presenting the goals to be achieved.

To Be Continue…

背景

画好一个AI画，从分析一个成功的图片提示词(prompt), 今天看到一个还不错的图片:

提示词(prompt)：
A hypsolebias fish jumping out of a pond, trying to catch a bug in the air. The pond is surrounded by tall grass and a few trees, with the sun setting in the background. The fish is caught mid-jump, with its mouth wide open and eyes focused on the bug. The atmosphere is playful and peaceful. Digital artwork with a cartoonish style, using warm and pastel colors to evoke the sunset’s warmth. --ar 16:9 --niji

分析

翻译和归类：
一条 Hypsolebias鱼（画面主体） 跳出池塘（主体动作），试图在空中捉住一只虫子（主体动作），池塘周围是高高的草丛和几棵树（环境描写），夕阳在背景中落下（环境描写），这只鱼在跳跃时被捕捉到（细节描写），嘴巴张得很大（细节描写），眼睛专注于虫子（细节描写），整幅画的氛围是欢快和平静的（氛围描写），卡通风格绘制的数字艺术作品（艺术风格），使用温暖和柔和的色彩来唤起日落的温暖感（光线描写）

可以看到，一个好的提升词还是有规律可循的。

RULE #3: GOOD MANAGERS NEVER CREATE A SECOND PATIENT.

As managers, we often think we come second, that we have to make sure the team is okay first, And so we postpone our vacation or we work longer hours because we ‘have to be there for the team.’ But in doing so, you only end up draining your own energy, hurting your well-being and becoming a mess, not realizing that you’re doing a disservice to your team members by making yourself into a patient. You need to be your best self for them.

As a manager, one of the hardest management skills is learning to take care of yourself first. It can feel selfish, especially if you’re a giving person. But trust me when I say that unless you are your best self, there’s no way you can make other people into their best selves.

Inspiration 3: Take care of myself first

I also have this bad habit of burning myself out by always being the first to handle problems as they arise. While this may seem responsible, it prevents other team members from growing because I am always there to take care of things for them. Additionally, as the business becomes more complex, I tend to get bogged down in the details of various issues and have less time to plan for the future or consider the team’s growth. As a result, it is having a negative impact on the team. To improve, I need to start delegating tasks to my colleagues and trusting them to handle issues themselves. This will not only help them grow but also free up my time to take care of myself.

To Be Continue…

背景

写了一段时间博客，我发现我的 目录 和 标签页的内容是空的，但点到每个文章的单个标签或目录，显示又是正常的。有点奇怪，不知道是 Hexo的问题还是模版的问题。

解决方法：修改Page页的文件

研究了一段时间，发现问题还是出在categories和Tags页面配置上。
解决方法如下：

1. 修改blog目录下的 /source/categories/index.md 文件，改成下面的内容：

1
2
3
4
5
6

---
title: categories
type: "categories"
layout: "categories"
comments: false
---

2. 修改blog目录下的 /source/tags/index.md 文件，改成下面的内容：

1
2
3
4
5
6

---
title: tags
type: "tags"
layout: "tags"
comments: false
---

3. 将Hexo重新发布一下：

1
2
3

hexo clean
hexo g
hexo d

这样，等待发布完成后再检查一下，目录和标签页的内容就回来了。

RULE #2: DON’T TRY TO CREATE ROBOTS. FOCUS ON MANAGING THE WHAT, NOT THE HOW.

Generally speaking, high-performing teams are not made up of robots. They’re made up of humans who are able to independently meet a goal. It’s just a huge amount of wasted energy to try to create robots out of humans.
You often see people trying to direct their team in terms of exactly how they would have done it. I see so many managers getting really bogged down in the literal process that someone is going through in order to achieve a goal. But at the end of the day, there’s only one thing that matters: Did they achieve the goal?
The best managers set expectations at the “what” level, not the “how” level.

Inspiration 2：Set expectation at the “What” and Avoid “Micromanager”

When it comes to selecting and hiring people, I used to prefer individuals who have similar personalities or work methods to my own. However, in doing so, I overlooked the types of people needed to achieve our goals. Subconsciously, I tend to resist people whose ideas differ greatly from my own. One reason for this is that I lack confidence in working with such individuals and am unsure whether they can complete tasks effectively. Another reason is that I worry about managing such individuals and lack confidence in my own management abilities.

I have a tendency to micromanage, especially when it comes to product design. I can’t tolerate colleagues who have significantly different ideas from my own, which causes everyone to feel apprehensive and indecisive when it comes to proposing design solutions. Looking back, I realize that my own growth came from learning from my mistakes, and I thought I was doing my colleagues a favor by being overly controlling, but in reality, I was depriving them of the opportunity to grow. By focusing too much on “how to do things,” it’s challenging to cultivate their ability to identify “what should be done.” Essentially, I am creating robots rather than encouraging creativity and independent thinking among my team. I need to trust my colleagues more and give them the freedom to propose new ideas and make mistakes.

To Be Continue…

BACKGROUND

I don’t consider myself a qualified manager, and this is probably a weakness for a product manager transitioning into a people manager. Because I focus too much on the product itself, I often neglect team building and personnel management.
After reading this article, I realized that some of the management issues mentioned were things that I wasn’t aware of before (actually, it was only recently that I became aware of them, how belated!)

RULE #1: MANAGEMENT IS NOT LEADERSHIP

One of the big mistakes I see people make is conflating management and leadership. I strongly believe you can be a leader without being a manager.
Management isn’t telling people what to do. It isn’t setting a vision and aligning the work around it. That’s leadership. True management is the act of making the people around you better.

Only people who have certain characteristics and certain ‘loves’ should be managers.‘What do you love doing?’ a great answer is ‘I love investing in people and I love making them better, into the best versions of themselves.’ If that really brings you joy, great — being a manager is one of the most powerful and high-leverage jobs inside of organizations.

The easiest way to see if you’re a good manager is by running through these questions:

• Are the people around you growing?
• Are they taking on more in scope?
• Are you seeing them change in terms of things they weren’t good at six months ago?
• Are you pushing your highest performers and watching them explode?
• Are you helping your lower performers figure out what’s not working?”

Inspiration 1：Investing in people

The article I read recently highlighted an important realization I’ve had in my own career. I’ve often focused on telling people what to do, but I’ve overlooked the importance of helping them become better. While I possess leadership skills, I recognize that I lack some of the management skills necessary to truly make a positive impact on my team.

I’ve come to understand that to be a good manager, I need to love investing in people and helping them grow. This investment not only benefits the individuals themselves, but it also brings me joy and helps me grow as a leader. For me, investing in people means devoting my own time, energy, and thoughts to help my subordinates develop and reach their full potential.

To Be Continue…

背景

在《知识管理相关-知识管理误区》里，提到知识不成体系会影响知识的吸收和掌握，那如何建立一个体系来管理每天我们接触的海量信息呢？
我尝试使用P.A.R.A方法。

P.A.R.A 方法介绍

P.A.R.A 的作者是 Tiago Forte ，是世界上最著名的生产力专家之一。 他撰写和演讲技术如何帮助知识工作者彻底改变他们的个人效率。在这篇文章里，他分享了如何用P.A.R.A 来管理知识。

想象一下完美的信息组织系统，它应该能有效的支持你的当下和未来的工作，告诉你信息都被放在了哪里，以及当你需要的时候就能快速找到，并且不会被工具所束缚。

所以这个系统必须满足以下条件

• **通用的（universal）：**包含来自任何来源的任何种类的信息，并且能跨平台兼容不同时代的信息管理工具。
• **灵活的（flexible）：**能够与你之前的任何项目或活动所兼容，并且能兼顾未来的拓展性
• 简单的（simple）： 不需要任何耗时的维护、编目、标记或重组，只需最低限度的维护、编目、标记或重组即可
• **可操作（actionable）：**与任务管理和项目管理方法的无缝集成
• **结果导向（outcome-oriented）：**构建信息的结构，以便能交付有价值工作
• **模块化（modular）：**根据当前任务的需要，允许隐藏或显示不同级别的细节
• **机动性强（opportunistic）：**从好的方面来说，是利用已经完成的工作，而不是需要专门的管理时间

P.A.R.A 的含义和定义