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

背景

博客搭建好了以后，发现通过自定义域名访问自己的github page时，浏览器提示该网址不安全，没有合格的安全证书，不能通过https(密文传输)访问。有些手机会强制使用https协议访问网站，会导致一些错误，今天尝试解决一下。
参考了 CSDN博主「yucicheung」的文章

原理

HTTP与HTTPS

HTTP是明文传输协议，传输内容容易被嗅探和篡改。
而HTTPS，即HTTP over SSL/TLS,是添加了一层SSL(Secure Sockets Layer，安全套接层)，或者是TLS(Transport Layer Security,传输层安全协议)，所以HTTPS就可以视为HTTP和SSL/TLS协议的组合。
HTTPS能做到良好的保密性(防嗅探)，真实性(防篡改)，完整性(防域名劫持和域名欺骗)。

SSL证书

SSL是TLS的前身，但TLS通常也被标志为SSL。
SSL/TLS协议的基本思路是采用公钥加密法，也就是说，客户端先向服务器端索要公钥，然后用公钥加密信息(会话秘钥)，服务器收到密文后，用自己的私钥解密。
这个公钥就放在数字证书中。只要证书是可信的，公钥就是可信的。

SSL证书由你的NS(Name Server，域名服务商)颁发，从速度和操作性考虑，我选择了Cloudflare，免费，操作也比较方便。

Background

I read a note from Max,CEO of Precence, which about collabration. There were a lot of great points that resonated with me. I wanted to highlight that stood out to me.

Outline：

Who makes the decisions?
How is it done?
How are they communicated?

• What are the prerequisites for making decisions?
  Highly Aligned, Loosely Coupled
• Who makes the decisions?
  Informed Captains
• How is it done?
  Context not Control
• Who is responsible for the results？
  Freedom and Responsibility

Z-Library 官方网站近期被美国执法机构查封，无法直接访问。网上研究了一下，找到另一个方法可以继续访问。

访问方法

可以访问 singlelogin.me,用Z-Library账号登陆后，可获得私人域名，亲测访问速度很快。请将你的私人域名保密，外泄有禁封的风险。

访问步骤

1. 登陆网站：
   

2. 顺利登陆后，可以看到以下画面，Z-Library又回来了：
   

注意： 浏览器中的网址为专属私人域名，请收藏到收藏夹，下次可以直接通过这个网址来访问网站。

背景介绍

Midjourney可以算是一款AI绘图工具，只要輸入你想到的文字，就通过AI生成图片，化抽象为具体，成品很美，感觉可以替代插画师的部分工作了。

使用心得

Midjourney 注册比较简单，这里就略过了，重点讲一下它的prompt，也就是提升词。
Midjourney 的 prompt 的结构可以拆分成三个基础组成部分：

1. 内容描述：就是主体内容，表达我们到底想画什么。是骡子是马，是猴子是兔。他们是什么形象、穿着什么衣服、在干什么，等等。

2. 风格描述：包括曾经讲过的艺术家、画笔风格、艺术风格等等，甚至包括打光、视角、拍照相机的牌子等等。

3. 属性描述：最基本的图片属性，比如尺寸、使用的 Midjourney 版本。

这次重点讲一下 属性相关：

版本号 --v 1/2/3/4

默认都用 v4 即可，效果是最好，也比较写实。但在画不同艺术风格的图片时，用一下 v2、v3 画抽象的风格，可能会有帮助。

扩幅相关 --upscale

upscale 是把 4 in 1 的 demo 图片扩大篇幅成为更高清的图片。默认的扩幅一般就能用了。
还有一个特殊的指令：
–upbeta 增加更多额外的细节，图像像素大小也会翻一倍

负面提示词 --no

不要出现什么， 比如 no people，不要出现人。

质量 --q .25/.5/1/2

图片渲染时间，默认是 1。如果用更短的时间，消耗的额度更少，图片效果可能略差；反之亦然。

图片比例 --ar 2:3/3:2

v4 版本只支持三种比例：
默认的 1:1，2:3 和 3:2 需要指定： --ar 2:3 --ar 3:2

动漫风格 --niji

动漫风格

更多相关的属性描述词

可以参考官方手册

下面是几个例子：