Ladder combines the power of innovative technology with world-class financial and insurance expertise to make it easy for anyone to access life insurance

Ladder

FTC v. Amazon Court Filing, retrieved on Sep 26, 2023, is part of . You can jump to any part in this filing . This is part 42 of 80. HackerNoon’s Legal PDF Series here b. Amazon’s first-party anti-discounting algorithm has stopped other online stores from competing by offering lower prices 333. Though the different elements of Amazon’s anti-discounting strategy often work in tandem to stifle competition (as discussed in Part VI.A.4, below), Amazon’s first-party anti-discounting algorithm has, on its own, deterred other online stores from competing through lower prices. 334. For example, Amazon’s first-party anti-discounting scheme successfully deterred price competition in 2017 when (redacted) introduced a (redacted) 335. Amazon concluded that its first-party anti-discounting strategy ultimately helped induce (redacted) to stop competing on price through its pickup discount program. In an internal planning and strategy document, Amazon determined that its first-party anti-discounting algorithm created a (redacted) 336. In response to Amazon’s anti-discounting conduct, (redacted) Amazon estimated that (redacted) 337. At one point in 2019, after enduring years of Amazon’s algorithmic disciplining (redacted) Continue Reading . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case 2:23-cv-01495 retrieved on October 2, 2023, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. ftc.gov

Amazon Climbed to the Top of the Ladder and Destroyed It 

Things To Make by Archibald Williams is part of the HackerNoon Books Series. You can jump to any chapter in this book . A HOUSE LADDER here IV. A HOUSE LADDER. The preparation and putting together of the parts of a ladder having round, tapered rungs let into holes in the two sides is beyond the capacity of the average young amateur; but little skill is needed to manufacture a very fairly efficient substitute for the professionally-built article—to wit, a ladder of the kind to which builders apply the somewhat disparaging adjective “duck.” The rungs of such a “duck” ladder are merely nailed to the outside if the ladder is required for temporary purposes only; but as we are of course aiming at the construction of a thing made to last, we shall go to the trouble of “notching-in” each rung (see Fig. 10), so that the sides shall take the weight directly, and the nails only have to keep the rungs firmly in position. The objection to notching-in is that it reduces the strength of the ladder, which is of course only that of the wood between the bottom of the notches and the plain side. Therefore it is necessary to have sides somewhat deeper than would be required for a centrally-runged ladder; which is pierced where the wood is subjected to little tension or compression. [Illustration: Fig. 10—House ladder and details of letting in a rung] Materials.—The length of the ladder will decide what the stoutness of the sides should be. For a ladder about 12 feet long, such as we propose to describe, larch battens 3 by 1-1/8 inches (actual) in section and free from knots, especially at the edges, will be sufficiently strong to carry all reasonable weights without danger of collapse. But be sure to get the best wood obtainable. The rungs may be of 2 by 1 inch stuff, though 2 by 3/4 inch will suffice for the upper half-dozen, which have less wear, and are shorter than those below. The rungs are 10 inches apart (Fig. 10), centre to centre. The distance may be increased to a foot, Or even more if weight-saving is an object. CONSTRUCTION. Preparing the Sides.—These are cut to exactly the same length, which we will assume to be 11 feet 6 inches, planed quite smooth and rounded off slightly at the corners to make handling comfortable. Before marking them for the rungs it is important that they shall be so arranged that both incline equally towards a centre line. Stretch a string tightly three inches above the ground, and lay the sides of the ladder on edge to right and left of it, their ends level. Adjust the bottom ends 8-1/2, the top ends 6-1/2 inches from the string, measuring from the outside. Tack on cross pieces to prevent shifting, and then, starting from the bottom, make a mark every 10 inches on the outside corners, to show the position of the tops of the rungs. A piece of the wood to be used for making the rungs of is laid up to the pairs of marks in turn, and lines are drawn on both sides of it. Cutting the Notches.—The work of marking the ends of the notches will be quickened, and rendered more accurate, if a template (Fig. 10) is cut out of tin. The side AC is 3/8 to 1/2 inch deep. Apply the template to both faces of the side in turn, with its corner A at the line below the rung, and DE flush with the upper corner. When all the notches have been marked cut down the AC line of each with a tenon saw, and chisel along BC till the wedge-shaped chip is removed. Finish off every notch as neatly as possible, so that the rungs may make close contact and keep water out. Preparing the Rungs.—Lay a piece of rung batten across the lowest notches, the end overhanging the side by a quarter of an inch or so to allow for the taper of the ladder, and draw your pencil along the angles which it makes with the sides. Mark the positions of the nail holes. Cut off the rung at the cross lines; drill the four nail holes on the skew, as shown in Fig. 10; and round off all the corners. The other rungs are treated in the same manner, and the sides are then separated, for the inside top corner and both back corners, which will be handled most, to be well rounded off and rubbed smooth with glass paper. Assembling.—Before putting the parts together give them a coating of paint, as the contact surfaces will not be accessible to the brush afterwards. When the paint has dried, lay the sides out as before, and nail on the rungs with 3-inch nails. To counteract any tendency of the sides to draw apart, a light cross bar should be fixed on the back of the ladder behind the top and bottom rungs. Round off the end angles of the rungs, and apply a second coating of paint. Note.—A ladder of this kind is given a more presentable appearance if the rungs are let in square to the sides and flush, but at the sacrifice either of strength or lightness, unless narrow rungs of a hard wood, such as oak, be used. Moreover, square notches are not so easy to cut out as triangular. For a short ladder, not more than 9 feet long, the section of the sides may safely be reduced to 2-3/4 by 1 inch (actual), if good material is selected. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Archibald Williams (2005). Things To Make. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/14664/pg14664-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at . www.gutenberg.org https://www.gutenberg.org/policy/license.html

A HOUSE LADDER

The Underground City; Or, The Black Indies by Jules Verne, is part of the HackerNoon Books Series. You can jump to any chapter in this book . ON THE REVOLVING LADDER here CHAPTER XIII. ON THE REVOLVING LADDER The mining operations at New Aberfoyle continued to be carried on very successfully. As a matter of course, the engineer, James Starr, as well as Simon Ford, the discoverers of this rich carboniferous region, shared largely in the profits. In time Harry became a partner. But he never thought of quitting the cottage. He took his father’s place as overman, and diligently superintended the works of this colony of miners. Jack Ryan was proud and delighted at the good fortune which had befallen his comrade. He himself was getting on very well also. They frequently met, either at the cottage or at the works in the pit. Jack did not fail to remark the sentiments entertained by Harry towards Nell. Harry would not confess to them; but Jack only laughed at him when he shook his head and tried to deny any special interest in her. It must be noted that Jack Ryan had the greatest possible wish to be of the party when Nell should pay her first visit to the upper surface of the county of Stirling. He wished to see her wonder and admiration on first beholding the yet unknown face of Nature. He very much hoped that Harry would take him with them when the excursion was made. As yet, however, the latter had made no proposal of the kind to him, which caused him to feel a little uneasy as to his intentions. One morning Jack Ryan was descending through a shaft which led from the surface to the lower regions of the pit. He did so by means of one of those ladders which, continually revolving by machinery, enabled persons to ascend and descend without fatigue. This apparatus had lowered him about a hundred and fifty feet, when at a narrow landing-place he perceived Harry, who was coming up to his labors for the day. “Well met, my friend!” cried Jack, recognizing his comrade by the light of the electric lamps. “Ah, Jack!” replied Harry, “I am glad to see you. I’ve got something to propose.” “I can listen to nothing till you tell me how Nell is,” interrupted Jack Ryan. “Nell is all right, Jack—so much so, in fact, that I hope in a month or six weeks—” “To marry her, Harry?” “Jack, you don’t know what you are talking about!” “Ah, that’s very likely; but I know quite well what I shall do.” “What will you do?” “Marry her myself, if you don’t; so look sharp,” laughed Jack. “By Saint Mungo! I think an immense deal of bonny Nell! A fine young creature like that, who has been brought up in the mine, is just the very wife for a miner. She is an orphan—so am I; and if you don’t care much for her, and if she will have me—” Harry looked gravely at Jack, and let him talk on without trying to stop him. “Don’t you begin to feel jealous, Harry?” asked Jack in a more serious tone. “Not at all,” answered Harry quietly. “But if you don’t marry Nell yourself, you surely can’t expect her to remain a spinster?” “I expect nothing,” said Harry. A movement of the ladder machinery now gave the two friends the opportunity—one to go up, the other down the shaft. However, they remained where they were. “Harry,” quoth Jack, “do you think I spoke in earnest just now about Nell?” “No, that I don’t, Jack.” “Well, but now I will!” “You? speak in earnest?” “My good fellow, I can tell you I am quite capable of giving a friend a bit of advice.” “Let’s hear, then, Jack!” “Well, look here! You love Nell as heartily as she deserves. Old Simon, your father, and old Madge, your mother, both love her as if she were their daughter. Why don’t you make her so in reality? Why don’t you marry her?” “Come, Jack,” said Harry, “you are running on as if you knew how Nell felt on the subject.” “Everybody knows that,” replied Jack, “and therefore it is impossible to make you jealous of any of us. But here goes the ladder again—I’m off!” “Stop a minute, Jack!” cried Harry, detaining his companion, who was stepping onto the moving staircase. “I say! you seem to mean me to take up my quarters here altogether!” “Do be serious and listen, Jack! I want to speak in earnest myself now.” “Well, I’ll listen till the ladder moves again, not a minute longer.” “Jack,” resumed Harry, “I need not pretend that I do not love Nell; I wish above all things to make her my wife.” “That’s all right!” “But for the present I have scruples of conscience as to asking her to make me a promise which would be irrevocable.” “What can you mean, Harry?” “I mean just this—that, it being certain Nell has never been outside this coal mine in the very depths of which she was born, it stands to reason that she knows nothing, and can comprehend nothing of what exists beyond it. Her eyes—yes, and perhaps also her heart—have everything yet to learn. Who can tell what her thoughts will be, when perfectly new impressions shall be made upon her mind? As yet she knows nothing of the world, and to me it would seem like deceiving her, if I led her to decide in ignorance, upon choosing to remain all her life in the coal mine. Do you understand me, Jack?” “Hem!—yes—pretty well. What I understand best is that you are going to make me miss another turn of the ladder.” “Jack,” replied Harry gravely, “if this machinery were to stop altogether, if this landing-place were to fall beneath our feet, you must and shall hear what I have to say.” “Well done, Harry! that’s how I like to be spoken to! Let’s settle, then, that, before you marry Nell, she shall go to school in Auld Reekie.” “No indeed, Jack; I am perfectly able myself to educate the person who is to be my wife.” “Sure that will be a great deal better, Harry!” “But, first of all,” resumed Harry, “I wish that Nell should gain a real knowledge of the upper world. To illustrate my meaning, Jack, suppose you were in love with a blind girl, and someone said to you, ‘In a month’s time her sight will be restored,’ would you not wait till after she was cured, to marry her?” “Faith, to be sure I would!” exclaimed Jack. “Well, Jack, Nell is at present blind; and before she marries me, I wish her to see what I am, and what the life really is to which she would bind herself. In short, she must have daylight let in upon the subject!” “Well said, Harry! Very well said indeed!” cried Jack. “Now I see what you are driving at. And when may we expect the operation to come off?” “In a month, Jack,” replied Harry. “Nell is getting used to the light of our reflectors. That is some preparation. In a month she will, I hope, have seen the earth and its wonders—the sky and its splendors. She will perceive that the limits of the universe are boundless.” But while Harry was thus giving the rein to his imagination, Jack Ryan, quitting the platform, had leaped on the step of the moving machinery. “Hullo, Jack! Where are you?” “Far beneath you,” laughed the merry fellow. “While you soar to the heights, I plunge into the depths.” “Fare ye well. Jack!” returned Harry, himself laying hold of the rising ladder; “mind you say nothing about what I have been telling you.” “Not a word,” shouted Jack, “but I make one condition.” “What is that?” “That I may be one of the party when Nell’s first excursion to the face of the earth comes off!” “So you shall, Jack, I promise you!” A fresh throb of the machinery placed a yet more considerable distance between the friends. Their voices sounded faintly to each other. Harry, however, could still hear Jack shouting: “I say! do you know what Nell will like better than either sun, moon, or stars, after she’s seen the whole of them?” “No, Jack!” “Why, you yourself, old fellow! still you! always you!” And Jack’s voice died away in a prolonged “Hurrah!” Harry, after this, applied himself diligently, during all his spare time, to the work of Nell’s education. He taught her to read and to write, and such rapid progress did she make, it might have been said that she learnt by instinct. Never did keen intelligence more quickly triumph over utter ignorance. It was the wonder of all beholders. Simon and Madge became every day more and more attached to their adopted child, whose former history continued to puzzle them a good deal. They plainly saw the nature of Harry’s feelings towards her, and were far from displeased thereat. They recollected that Simon had said to the engineer on his first visit to the old cottage, “How can our son ever think of marrying? Where could a wife possibly be found suitable for a lad whose whole life must be passed in the depths of a coal mine?” Well! now it seemed as if the most desirable companion in the world had been led to him by Providence. Was not this like a blessing direct from Heaven? So the old man made up his mind that, if the wedding did take place, the miners of New Aberfoyle should have a merry-making at Coal Town, which they would never during their lives forget. Simon Ford little knew what he was saying! It must be remarked that another person wished for this union of Harry and Nell as much as Simon did—and that was James Starr, the engineer. Of course he was really interested in the happiness of the two young people. But another motive, connected with wider interests, influenced him to desire it. It has been said that James Starr continued to entertain a certain amount of apprehension, although for the present nothing appeared to justify it. Yet that which had been might again be. This mystery about the new cutting—Nell was evidently the only person acquainted with it. Now, if fresh dangers were in store for the miners of Aberfoyle, how were they possibly to be guarded against, without so much as knowing the cause of them? “Nell has persisted in keeping silence,” said James Starr very often, “but what she has concealed from others, she will not long hide from her husband. Any danger would be danger to Harry as well as to the rest of us. Therefore, a marriage which brings happiness to the lovers, and safety to their friends, will be a good marriage, if ever there is such a thing here below.” Thus, not illogically, reasoned James Starr. He communicated his ideas to old Simon, who decidedly appreciated them. Nothing, then, appeared to stand in the way of the match. What, in fact, was there to prevent it? They loved each other; the parents desired nothing better for their son. Harry’s comrades envied his good fortune, but freely acknowledged that he deserved it. The maiden depended on no one else, and had but to give the consent of her own heart. Why, then, if there were none to place obstacles in the way of this union—why, as night came on, and, the labors of the day being over, the electric lights in the mine were extinguished, and all the inhabitants of Coal Town at rest within their dwellings—why did a mysterious form always emerge from the gloomier recesses of New Aberfoyle, and silently glide through the darkness? What instinct guided this phantom with ease through passages so narrow as to appear to be impracticable? Why should the strange being, with eyes flashing through the deepest darkness, come cautiously creeping along the shores of Lake Malcolm? Why so directly make his way towards Simon’s cottage, yet so carefully as hitherto to avoid notice? Why, bending towards the windows, did he strive to catch, by listening, some fragment of the conversation within the closed shutters? And, on catching a few words, why did he shake his fist with a menacing gesture towards the calm abode, while from between his set teeth issued these words in muttered fury, “She and he? Never! never!” About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Jules Verne (1998). The Underground City; Or, The Black Indies. Urbana, Illinois: Project Gutenberg. Retrieved October 2022 https://www.gutenberg.org/cache/epub/1353/pg1353-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at . www.gutenberg.org https://www.gutenberg.org/policy/license.html

ON THE REVOLVING LADDER

Decentralization is a broad concept that can be applied to numerous fields. We’re going to focus on the financial sector, and, especially, on the crypto industry. To make it short, a decentralized system is one formed by multiple parties/devices taking their own decisions while following certain rules to reach a common goal (consensus). Vitalik Buterin (Ethereum founder), It’s very rare for a blockchain or DAG to have the three types at the same time since they indicate very different things. divided the concept into three types: architectural, political, and logical. Architectural decentralization refers to multiple machines/devices working for the network. Political decentralization goes beyond the machines: it’s about how many parties (individuals or institutions) control those devices. Finally, logical decentralization implies that the software/system can be cut out into numerous parts and still work. According to Buterin: “Blockchains are politically decentralized (no one controls them) and architecturally decentralized (no infrastructural central point of failure) but they are logically centralized (there is one commonly agreed state and the system behaves like a single computer).” Traditional money (fiat) is, of course, politically centralized everywhere. In the end, that’s maybe the most important aspect of decentralization: snatch total control from a single party or central authority. Centralization in fiat money The first step of the ladder is fiat money. National currencies are issued exclusively by central and commercial banks, fully controlled by the country's current government. No individual or another institution has direct control over the emission or policies about that money. That constitutes a single point of failure, as governments don’t always make the best decisions. Scarcity increases value, while the opposite decreases it. Gold is valuable because its supply is limited while there is persistent demand. If this metal were as common as paper, it wouldn’t be as valuable. The more money is printed (out of nowhere) by the banking system, the more value that currency will lose. The (an African country) is remarkable in our context. Back in 2000, the government led by Robert Mugabe took an awful decision (among others) to seize white-owned farmlands by force. That caused a deep financial crisis nationwide, and their central bank started to print more bills to deal with it. case of Zimbabwe Such a move provoked hyperinflation and the eventual demise of the Zimbabwean Dollar (ZWL) in 2009. The nation is now using United States Dollars (USD) for everyday payments. And the action of central banks printing useless money is in the crypto industry. a meme (De)centralization in blockchains As we mentioned above, blockchains are architecturally and politically decentralized, which makes them a stronger and fairer system than fiat money. That’s the next step in the ladder of financial decentralization. They’re formed by numerous devices (sometimes thousands), controlled by different parties, working together under common rules. Those parties, called miners or validators, produce new blocks and coins. None of them has full control of the network. While central banks can print money as they please, the system behind most blockchains has a fixed supply or an emission plan. In addition, none of them has control of someone else's funds. Likewise, while most private banks and other centralized institutions (under government regulation) can freeze your money at any moment, a blockchain system wouldn’t allow that (if it’s working as it should). It’s controlled by numerous parties, so it's supposed to be censorship resistant. Only legitimate owners have their private keys to manage their assets. There’s a detail, though. Miners and validators are in charge of adding new blocks and transactions to the network. They can do so for personal gain or when forced to do so by someone even more powerful, such as a government. They can’t control everything, but they still can cherry-pick which transaction will go first or be included at all. If they collude, they can’t steal someone else's money, but they can apply censorship to specific transactions, and commit double-spending. They’re still an intermediary, like in centralized systems. Decentralization in a DAG We can say that Directed Acyclic Graph (DAG) systems are the third step of the decentralization ladder. Or let’s call it post-blockchain. A DAG-based cryptosystem doesn’t have miners or intermediaries at all. It doesn’t have blocks, either. Instead, every block-free transaction will link to their parents and children (the ones that happened before and after), freely. Like a big family tree, always intertwined. The only other necessary thing is the order: which operation came first is important to avoid the double-spending problem. Some ordering already exists due to parent-child relations between transactions, and to establish the ordering of transactions, a DAG system has “Order Providers” ( ). They’re highly recognized individuals/companies whose transactions serve as waypoints for ordering everything else, however, they can’t change the transaction history or reject transactions. full like in Obyte Anyone, indeed, can make a transaction in a DAG —without asking for “acceptance” by the miners or order providers. Even if those providers collude, there’s not much they can do, and not much they can gain from it. If a user made a transaction referencing previous ones, then and nothing can change it. it exists on the DAG It’s mathematically impossible to rewrite the DAG history and insert a double-spend (spend the same money several times). It’s also impossible to steal funds from users since they don’t have access to private keys. They can’t apply selective censorship either, or discriminate against transactions without also censoring all other transactions that link to the censored ones — . that would quickly become all new transactions The only thing they can do is stop the network — that’s a “nuclear”, and also suicidal option. It would work, but only until a new network with a new set of Order Providers is restarted from the point where the old network stopped. A DAG thus provides a system without powerful middlemen. Just the community can decide over it and advance another step into the future. Check out some related resources here: Miners and Validators vs Order Providers in Crypto Blockchain vs DAG in Crypto DAG vs Blockchain as Individualism vs Collectivism Featured Vector Image by pch.vector / Freepik

Decentralization Ladder: From Fiat to Blockchains, and to DAGs

Escalera de descentralización: de Fiat a Blockchains y a DAG

Échelle de décentralisation : de Fiat aux chaînes de blocs et aux DAG

विकेंद्रीकरण की सीढ़ी: फिएट से ब्लॉकचेन और डीएजी तक

分散化のはしご: 法定通貨からブロックチェーン、そして DAG へ

Escada de descentralização: de Fiat para Blockchains e para DAGs

Bậc thang phi tập trung: Từ Fiat đến Chuỗi khối và đến DAG

去中心化阶梯：从法币到区块链，再到 DAG

We’d like to share how we level engineers at . This is a behind-the-scenes view of how a lot of companies build level ladders, but for some reason, it’s rarely shared. Ockam If you are a  junior engineer and thinking about your career trajectory, check out the skills and responsibilities that lie ahead. If you are a founder or building a new structure for your engineering team, hopefully, we can save you some time from building these descriptions from scratch. Overview of Our Engineering Ladder At Ockam, there are three engineering tracks to accommodate team members with differing growth goals: IC, Management, and Executive. Typically, engineers will move all the way up through Senior Engineering level responsibilities before switching to a people management track. LEVELS INDIVIDUAL CONTRIBUTOR TRACK MANAGEMENT TRACK EXECUTIVE TRACK L1 Engineer I - - L2 Engineer II - - L3 Engineer III - - L4 Senior Engineer I - - L5 Senior Engineer II Engineering [Team] Lead - L6 Staff Engineer I Head of [Area] - L7 Staff Engineer II Director of [Product] - L8 Principal Engineer Senior Director - L9 - - VP of Engineering Individual Contributor (IC) Track Below, we have detailed out the responsibilities of the Engineering levels at Ockam. Our career ladder has the responsibilities for L2/L3, L4/L5, and L6/L7 grouped together. The difference between each of those levels is at the first level; the expectation is that our team member is exhibiting some to many of the behaviors at that level. At the second level, the expectation is mastery of most of the behaviors and also beginning to exhibit behaviors at one level above. L1: Engineer I: Impact Scope Learns, writes, tests, reviews, and documents code according to Ockam's Engineering standards and development best practices. Responsibility Completes tasks assigned to them, and acts as an on-call first responder for their teammates. Functional Skills Technical Capabilities Participates in software design for small features and bug fixes under direct supervision. Completes small system administration projects under direct supervision. Knowledge Has developed an understanding of at least one key component in Ockam’s products Can articulate how their work ties to the team's OKRs. Understands how to identify and document small issues. Understands the importance of security. Behavior Reliability Can deliver task assignments on time and on spec. Given an introduction to a small task, can drive that task to completion by incorporating feedback and suggestions from senior engineers. Collaboration / Communication Asks for help and learns from it. Effectively communicates the progress of tasks. Can communicate and articulate their responsibilities and effectively utilizes the RACI framework. Living Values Shows initiative and is motivated to learn tools, resources, and processes to grow as an engineer with a view toward being more self-sufficient. Has a continuous-improvement, growth mindset. Accepts feedback graciously and learns from their work. L2/3: Engineer II/III: Impact Scope Develops, ships, and maintains product features with guidance from their manager and senior engineers. Responsibility Responsible for the entire lifecycle of small-to-medium-sized projects: development, testing, production, and subsequent fixes and improvements. Capable of providing on-call support for features they or their team are responsible for. Functional Skills Technical Capabilities Writes code that is clear, concise, tested, and easily understood by others. Tracks GitHub issues and responds if an external contributor or customer raises a ticket/issue related to their code. Improves the development experience for their team by enhancing development tools, test coverage, and/or code structure. Contributes to code specifications and participates in small-scale code reviews. Knowledge Mastered understanding of all components of at least one key feature or section of Ockam’s architecture, with a high-level understanding of several other features. Understanding of Ockam's engineering standards and development best practices. Behavior Reliability Learns from mistakes and is on a path of continuous improvement. Begins to focus on attaining expertise in adjacent areas or features. Knows how to prioritize multiple tasks or assignments and deliver them on time. Provides basic guidance to external open-source contributors. Collaboration / Communication Knows when to ask for help in order to unblock themselves. Learns how to pull knowledge, experience, and feedback from senior members of their team. Effectively communicates progress of projects to their team according to RACI responsibilities and is capable of delivering thoughtful feedback to their team. Understands how their responsibilities are aligned with the team’s OKRs. Has continuous communication with, and knows when to push appropriate information to their manager. Effectively manages a 1:1 agenda with their manager. Living Values Is trusted by their team inside the scope of their responsibility. Is proactive, initiates, and offers assistance even without being asked. Improves the speed at which they learn new skills. L4/5: Senior Engineer I / II: Impact Scope Understands and makes well-reasoned design decisions on large or complex product features. Acts as a multiplier on the team. Often prioritizes, and values, unowned or undesirable tasks that enable others to move faster. Responsibility Responsible for the entire lifecycle of medium-sized projects: engineering design, development, test, production, and deployment and subsequent fixes and improvements. Finds solutions to unsolved, loosely-defined, highly-technical problems. Functional Skills Technical Capabilities Designs abstract interfaces and constructs modular libraries that are well-tested and bug-free. Regularly refactors code to improve error handling, testability, and maintainability. Consistently writes, co-writes, and reviews documentation and production-ready code that is clear, concise, tested, and easily understood by others. Actively looks for things that need immediate patching/updates/clarifications and file clear issues that OSS contributors or L1-3 engineers can pick up. Approaches work with a security lens and actively looks for security vulnerabilities both in code and when providing code reviews. Knowledge Growing understanding of industry trends and development best practices and is comfortable writing code in an open-source setting. Solid understanding of all of Ockam’s product components and mastery of those features under their responsibility. Uses and understands systematic tools needed to debug and diagnose issues in a CI/CD pipeline. Behavior Reliability Accurately forecasts deliverables two to three weeks ahead, and delivers on that timeline. Requires minimal oversight beyond high-level direction. Proactively fixes issues without being told/assigned to do so. Identifies lack of clarity, inconsistencies, and technical limitations with issues or task assignments and can make corrective improvements. Collaboration / Communication Works across their team, and adjacent teams (e.g., DevEx) to solve problems and drive projects to completion. Constructively escalates problems and issues early to help course-correct and ensure progress towards OKRs. Identifies conflicting requirements across the company and flags them to their manager. Identifies risks in code, features, and design, and communicates these to their team to collaborate on solutions. Effectively communicates the impact and tradeoffs of multiple solutions when presenting solutions to problems. Influence Able to understand when proposed tasks are not aligned with team OKRs and able to defer those tasks into the backlog. Understands and effectively communicates RACI for their tasks across their Team. Living Values Persistent in the face of roadblocks and determined to drive projects to completion. Possesses developer empathy and uses that empathy to create beautiful, simple, and well-documented developer experiences. Maintains a growth mindset, and has high standards of excellence for themselves. Able to identify and suggest areas of future work for themselves and others in their team. L6/L7: Staff Engineer I / II: Impact Scope Provides technical guidance to the executive team and makes wide-scale architectural and design decisions. Estimates, assesses, and manages project timelines with the management and executive teams. Responsibility Leads large-scale projects throughout the entire lifecycle. Anticipates and defines technical issues, risks, and problems that can be turned into tasks that could then be assigned to IC L1 - L5. Functional Skills Technical Capabilities Participates in the design review process. Seeks constructive criticism, and ensures that technical feedback is broken down and well-understood by others on the team. Understands the limits of Ockam’s tools, and when a problem exceeds those limits, produces, or directs their team, to build a new tool. Demonstrates an ability to succeed in a wide range of complex technical situations across multiple axes: e.g., scale, uncertainty, and interconnectedness. Knowledge Expert in very-large sections of the source product code. Is a resource for other teams that need help with adjacent features. Team Building / Coaching Advises the management team with insights and recommendations that will improve the team. Helps to create job description requirements, and participates in interview loops. Mentors multiple teammates. Behavior Influence Able to quickly resolve tactical issues across the team in order to ensure the timely completion of projects. Ensures that knowledge is shared amongst the team, and does not position themselves, or others, as a single point of failure. Builds relationships with open-source contributors and add-on partners. Monitors and is aware of the work that happens across the team. Accurately forecasts deliverables two months ahead, and delivers on that timeline. Drives organization-wide alignment of OKRs, and uses their influence to inspire their team. Living Values Shows initiative, and offers assistance at all levels within their team when needed without being asked. A key advocate that builds trust across the team. Works through others. Lifts the skills, impact, and expertise of those around them. L8: Principal Engineer: Impact Scope Demonstrates success leading large, strategic, or complex projects that potentially have an exceptional impact on the long-term growth of the company. Primarily acts as a multiplier by building systems, authoring tools, or introducing policies or patterns that raise the level of productivity of the company. Responsibility Works with customers and partners to anticipate new product use cases, and is an advocate to the executive team for product frontiers. Explores broad product spaces and works with IC L6 to L7s to define problems and guide IC L1 to L5s in finding solutions. Functional Skills Technical Capabilities Ensures technical designs are properly evaluated for projects under RACI and advises teams on how to improve execution. Shapes coding methodologies, style, DevEx, and best practices across wide areas of the source product code. Leads large-scale code reviews, and can approve large feature updates. Capable of debugging exceptionally difficult large-scale problems, security flaws, or service outages. Has deep expertise across multiple Ockam products, and produces high-quality code contributions to these features. Engineering Strategy Works with managers to break down complex OKRs into easy-to-understand projects that can be effectively built and maintained by IC L1 to L5s. Fosters a culture of observability across Ockam's products, and helps the team use operational data to improve the stability and performance of their team products. Team Building / Coaching Is a recruiter of globally diverse top talent and can source, sell, and help close offers to managers and ICs. Behavior Influence Influences and leads conversations with the executive team about the direction of company-wide OKRs and product roadmaps. Collaborates across teams to solve problems and to structure the resolution of complex technical debates. Can convert their pre-existing open source developer and enterprise architect relationships to users and customers. Living Values Focuses on being a mentor and role model to all of their team; empowering everyone on the team to be excellent in their role. Is an advocate of Ockam's values and virtues outside of the boundary of the team.

Engineering Levels Ladder Explained

Escalera de niveles de ingeniería explicada

L'échelle des niveaux d'ingénierie expliquée

इंजीनियरिंग स्तर की सीढ़ी की व्याख्या

エンジニアリング レベル ラダーの説明

Escada de Níveis de Engenharia Explicada

Giải thích thang cấp độ kỹ thuật

工程水平阶梯解释

Have your efforts as an empowered woman in tech garnered heightened respect in a male-dominated field? New statistics and trends revealed women's impact in the tech sector and how much closer you are to obtaining equity and equality. How optimistic can you be that gender discrimination will one day be a figment of the past? The Glass Ceiling Became a Broken Ladder Even though gender equality has become more commonplace as teams hire more women in the industry, it’s mostly for entry-level positions with little room for growth. The women coming in have little to no guidance or encouragement to advance. That’s how the broken rung of the ladder metaphor became more relevant than the glass ceiling — you may have noticed it’s a trend for promotion opportunities to be practically nonexistent. The women in tech discussion cannot be acknowledged without analyzing it through the lens of intersectional feminism. All women face resistance in tech, but women of color have an even more difficult time ascending the career ladder. 2022 was a year of minimal advances. As you try to climb, society must fix the rungs for success. The Biggest Companies Remain Unbalanced Women dominate almost half the job market, yet the most powerful tech companies refuse to meet that standard. Amazon, Apple, and Facebook only have an average of and most are in entry-level jobs — especially women of color. 34.4% women in their workforce These women are in lower positions of power, overworked, and under more pressure than their male counterparts to “prove themselves.” STEM jobs need to it’s chosen as their branding to help you within the industry and back those aspiring to enter it. eliminate the male label The sector will lack a precedent if the most influential companies don’t adjust their mentalities now, deterring future generations of women from entering tech. We’re already seeing this trend with what degrees girls choose to obtain. Engineering, computer science, and physics all of women entrants. have less than 22% Sectors Still Conform to Gender Stereotypes You can only progress with company support, such as regular career and goals check-ins and chances to obtain more diverse skills. The old perspective suggests giving additional benefits provides an unfair advantage. These colossal corporations remain stuck in antiquated business models, refusing to meet basic needs that allow you to advance with no resistance. Corporations should offer: Generous and equal paternity and maternity leave Adaptable hours to support work-life balance Ongoing learning and mentorship opportunities Many management teams implementing these statutes could level the playing field, but acquisition and hiring can also contribute. It’s time and jump on the bandwagon of unconscious bias training. companies analyze their hiring practices Active reflection on hiring and promotion tendencies can show whether a company leans on the white male demographic intentionally or not. Eliminating this mental block from the equation could get more eligible women in specialized and upper-level roles, increasing their skill sets and technical expertise. Treatment like this has a trickle effect, removing microaggressions from the rest of the workplace, such as resentment for women staff being accused of lacking knowledge. COVID-19 Aftermath Forces the Hands of Women Though company culture is the workplace buzzphrase of the century, businesses attempted to instill prominent values and attitudes as teams remain remote post-pandemic. Worker standards didn’t just become higher — they became practical. COVID-19 may have changed how you operate, from managing burnout and a work-life balance to taking time off from workplace arm-twisting. However, it was even harder to find balance. Working from home made women even more invisible from the physical office space. Plus, many were compelled to of homemakers and caregivers for children undergoing remote learning. conform to toxic gender norms It’s harmful because society pressures you to put your career on hold. Only have women in executive positions — and this isn’t just in tech organizations. The number would be much lower if those were separated, especially now as countless women exit the workforce. 29.1% of S&P 500 companies Focus On Hiring Potential, Not Gender Companies need to look at hiring trends if they want to remain competitive. Businesses must move to train talent acquisition staff for unbiased recruiting focused on competency and potential. Fixing the “broken rung” means dismissing gender and prioritizing work ethic and what the individual can bring to the company. Shifting industry mindsets in this way can promote more organic hiring practices and internal growth. In a supportive environment, your ascension to management-level and C-suite positions will incite a shift in the tech sector — overcoming countless years of unnecessary discriminatory barriers. Sources: https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/07/08/it-is-essential-that-we-pave-a-road-for-women-in-tech-heres-how/ https://www.mathschool.com/blog/parent-resources/when-it-comes-to-girls-and-stem-learning-environment-matters https://www.ngcproject.org/resources/state-girls-and-women-stem https://www.womenintech.co.uk/address-unconscious-bias-workplace https://www.latimes.com/politics/story/2021-08-18/pandemic-pushes-moms-to-scale-back-or-quit-their-careers https://www.catalyst.org/research/women-in-the-united-states-workforce/

Career Ladder for Women in Tech: Latest Trends and Research

Recently, I got promoted to Senior Software Engineer at iFood. This got me thinking about how things changed for me, in the sense of how expectations shift. I've decided to recall what I have learned and how I've changed to figure the way forward. I’ll make it clear that this article is not a tutorial or a collection of tips and tricks on how to get promoted. This article is about my experience and what I learned from it. And I hope that this experience is valuable to you, so you can avoid my mistakes, learn from my success, and grow even faster. Without further ado, let's see the three lessons learned. 1- Don't be afraid to speak up When I first joined iFood, I didn't hit the ground running. My first evaluation cycle feedback was pretty bad: besides the overall low score, I've received one very tough feedback that I was omissive in feature refinements and problem-solving gatherings. My manager at the time read it as a lack of engagement and motivation. I was very motivated and excited about my job. The truth was that I was afraid to share my thoughts, make suggestions, or disagree. I thought that I didn't have much to contribute, and instead, I would listen to my teammates, who were way more experienced than me. At the time, I had the wrong idea that as a junior, my job was to just execute whatever my leaders would assign to me. And Senior engineers or tech leads were the ones that should call the shots on what to do and how. 💡 The advice I wished to have received at the time was: Don't be afraid to share your ideas. You don't have to have X years of experience to have a good idea. Your seniority level isn't really relevant to any discussion. The only thing that matters is your idea. After I started being more participative in those discussions, I have never been looked down on by anyone, and I have never been dismissed when challenging the opinion of people who were "ranks above me". My questions were answered respectfully, and my ideas were seriously considered and sometimes accepted. Furthermore, different opinions enrich any discussion, resulting in well-thought features and more rounded-up designs. When you ask why a decision was taken or suggest alternative ways to solve the problem, you are forcing everyone else to review their thought process and glance at the problem with different lenses. You are helping yourself and everyone around you to have a better understanding of the idea. So even if your input doesn't get to be implemented, you are still doing great. 💡 Remember that writing code and closing Jira tickets are just a piece of the job, you are expected to solve problems. 2- Find mentors and talk about your career with them Having mentorship early in your career as a software engineer is super helpful to help you understand the career, the company, and to speed up learning in general. I had no idea that this was important at the time, but I got pretty lucky to have a great manager to mentor me. I had a more experienced teammate that always loved sharing knowledge. Looking back, I see all this mentorship that I had yielded great results for my rapid growth. If you don't have a mentor yet, I strongly recommend you pair up with someone. The first focus that I had at mentorship was truly understanding the company values. Understanding this is super important because it regards the expectations that the company has on you are. If you are pursuing a promotion in a lot of companies, a committee will consider those values in your case assessment, so it's important to be on top of that. Most likely, someone will explain the company values to you on onboarding, but a lot of the meaning is up to interpretation, and it isn't always obvious how to apply those on the day-to-day. Having some time at the company, a mentor could help you make those grey shades clearer. In my mentorship meetings, we would look back at each month to review whether my actions were aligned with the company values or not. This process has helped me understand iFood's culture in practice. Moreover, I highly recommend you create a learning plan with your mentor. A learning plan is a guide tailored specifically to you where you map the gaps you have as a software engineer and the subjects you want to be excellent at. This plan will contain details on what you are effectively going to do to learn each subject (read a book, create an app...) and when you'll do it. Sharing my learning plan with my mentor and taping into their experience helped me find opportunities at work to learn and apply the knowledge I wanted, share my learning with the community, and even recommend me excellent sources like articles, books, and WWDC sessions. 💡 Although you can make your learning plan by yourself, the quality of the plan increases dramatically when you share it with someone else and get their feedback. 3- Become a reference on some subject Last but surely not least, becoming a reference on a subject was a great deal for me to be highly regarded by my colleagues and manager. When I talk about becoming a reference on a subject, I mean to deeply understand a subject and get involved with it as much as I possibly can. And in time, people will realize how good you are at it, and every time they need help with that, they will come to you. Put in an abstract way like that, the concept may seem weird, but it is rather common. When you have a pretty nasty UI bug that you are having a really hard time understanding, who do you ask for help? Maybe your closest colleague at first, but if even the two of you can't solve it, you probably call that one UI magician who seems to have UIKit under their command. This person is your reference for UI. Maybe you know people who reference architecture, git, tests, giving presentations, automating stuff, and so on. Likewise, people can be references on product features or businesses units by having end-to-end knowledge of the feature. Knowing a feature end-to-end includes understanding things like what services they depend on, what are the OKRs, who's the target user, how it is implemented on mobile, what the plan is to evolve this feature in the future. When you are developing a feature, you can seize the opportunity to become a reference on that feature. Talk to everyone involved in it - product managers, developers from different platforms, managers - and try to absorb their knowledge. Understanding the bigger picture on a project not only can make you the reference on it, but also can help you make better decisions throughout the development, so this is always a good practice. Beyond that, you should keep your eyes peeled for hidden gems that you can come across. One hidden gem that I found was the Reorder feature at iFood. The feature was pretty cool conceptually, it allowed the user to order the same items at the same restaurant that they ordered in the past. But there weren't plans to evolve the feature any further, and it had an outdated implementation and depended on a legacy service, so everyone avoided editing any code there. I started to bring it up on team strategy meetings and sprint plannings, and eventually, it got some traction. Some teammates engaged in the discussion, and after a while, people were excited to have more Reorder access points in the app and to improve its experience as a whole. I got a couple of weeks to refactor it on the iOS app, and later the Android developers refactored it as well. Finally, the Backend team had a pristine service for Reorder. Suddenly, we had a brand new feature ready to be evolved and scaled in a way that was impossible before. I paired up with the Android and Backend developers, and I was on top of the analytics events, logs, error handling, and design of the feature. At some point along the way, I became the reference on the Reorder feature, and people would always invite me to discuss it. A broader way to think about that is that having deep knowledge on a specific subject makes you very valuable to the company, as you can be the one to lead innovation in that field and to be able to support the teams that need that skill. has a great take on that. They call it the T-shaped model, where the employee is both a broad-range generalist and an expert in a single area. Valve's new employee handbook 💡 Find something that interests you, and be really good at it. The results will follow. Takeaways 📢 Don't be afraid to participate in discussions. Ask questions, disagree, add more to it. ⚙️ Writing code and closing Jira tickets are just a piece of the job. You are expected to solve problems. 🧠 Talk about your career goals with your mentors. They could help you achieve them. 👀 Seize the opportunities to be the reference in a business context. 🆃 Choose an area that you like, and be an expert in it. Remember the T-shaped model. Beyond this article Gergely Orosz wrote two great articles that complement the content discussed here. First, about mentoring is a good starting point if you are interested in the subject. this in-depth article The second article is called , and for me, it's a must-read for every Software Engineer working in product development. It will explain in great detail how you could be more business-oriented. The product minded engineer Thanks for reading! Liked this content? Follow me on and be the first to know about new articles. Suggestions, feedback, and corrections are always welcome. Twitter Previously published . here

My Experience of Moving up the Career Ladder in Software Engineering

Going from individual contributor to leader crosses most engineers’ minds at some point. It’s a new responsibility that requires a different skill set. Leading a team is one way of magnifying your impact on a product’s success by taking the helm and enabling others to be their best selves. It can be a change in direction for shaking up your own career growth. Below I outline the path from engineer to the leader and beyond and cover some common pitfalls to avoid on the journey.  The end goal is to keep learning and become a (a leader with broad talents and a strong mixture of technical and managerial expertise). renaissance manager Leadership can be a bumpy road, and .  You will want to proactively choose your leadership path, and you need to understand what new skills to learn over time to become effective. Communicate your intent to your own manager and their manager, too, to open up opportunities. Management is a steep learning curve and an exciting career choice. It is easy to make a poor fist of it and take years to move from mediocre to good if you don’t . Just as engineers can have ten years of tenure but only the same one-year growth repeated ten times, leaders are the same. it is not something you should just fall into actively curate good practice I recommend you achieve the senior engineer stage before attempting to lead an engineering team.  Once you have begun your transition, aim to continuously improve by completing training courses, reading articles and books, listening to podcasts, seeking out feedback, and get different mentors from time to time. Observe your own managers and how they are being effective or could be more effective. This observational practice starts to focus your mind on great people practices and what to avoid. Foster your skills You can learn some of the skills upfront while you are still a full-time individual contributor. Step away from the keyboard and participate in your company committees for voluntary, sports fun events or organize meet-ups.  Being part of a committee of like-minded people serves to broaden your network, exposes you to leading others, and provides an opportunity to communicate in new ways and mediums to diverse audiences about non-technical topics. You can volunteer to organize your own team’s fun/informational events or take on mentoring assignments of more junior team members. In order to self-motivate and make progress, set achievable goals that you agree on and share with your manager. Repeat this as many times as you require, and if you are not growing new skills, then it’s an indicator you are ready. You will never know it all and definitely will not know everything the first time, so take the plunge. Moving away from where you are an expert can be a jarring experience, especially if you are expected to handle a new leadership role alongside your old engineering role. This is a common stepping stone, and it can be a difficult transition. The hands-on manager is often the first phase of management experience. A new hands-on manager has to learn that they need to develop the team into a cohesive, highly functioning unit and avoid a common anti-pattern of being the primary implementer.  During this phase, you continue to act as technical lead on projects. Still, you also need to look after the team's administration, including budgets, holiday scheduling, reporting status upwards, hiring, salary reviews, performance coaching, 1-2-1s etc… You can flounder for years at this stage because you need to do two roles, the one you know well and the new leadership role. The trap is that you don’t evolve beyond basic leadership skills. Valuing your technical skills way more than people management as your own technical input allows your team to deliver. Don’t spend all your time learning new technologies. Balance your growth with new management skills. If you are that you have been an individual contributor to, then have conversations with each of your new direct reports and talk about the change in your role. You must balance the company's priorities with those of your team members to create a harmonious environment.  It can take time for colleagues to see you in your new role. You are not the leader until they do, and it’s only when you act as the leader that they will. You may want to change something symbolically, like wear slightly more formal clothes until you fit the new role comfortably (Swap the t-shirt for a plaid shirt, or sneakers for brogues). It’s important that once you are accepted as a teams leader that you lean in. By this statement, I mean that you should converse with the team members as before and still objectively perform your leadership role. It’s like swapping hats. Know when you need to wear your manager hat and when you can take it off. Once you are a manager, the manager hat might have to be put on between breaths, but you must learn how to take it off. taking on the leadership of an existing team Servant leadership is often a good goal to enable the mental shift from an individual contributor. Encouraging others to input into solutions, nurturing trust, and fostering leadership. That being said, you need to carve out time to continually uplevel yourself, while supporting the team. Servant leadership does not mean you are the team’s dogsbody; you are its leader. If you are the dogsbody, then you are not delegating sufficiently. Self-care is really important! is by Increasing your awareness of your own behaviors. through surveys and asking for direct feedback on some of the key components of good management practices. Among your first goals as a new manager is to make your team highly effective. Identify processes, people skills, and tooling that may be impacting your team performance and fix those issues first. The below chart outlines a set of skills you will need to build up to be highly effective in your new management role. I have placed kindness at the top, always place people before work deliveries. If a person has a personal crisis, give them the space and support they need to get past it and return to a valuable contributor. Take training courses on the management skills outlined below. Interviewing, 1-2-1s, project management, coaching, conflict resolution, and find one or more mentors to ask questions on these skillsets. The way to progress as a leader Encouraging feedback To you must learn how to and let go of control of implementations by providing overall direction. This can be difficult if you are the most expert engineer on the team, but now, more than ever, you need to develop other team members into the best engineers they can be. Ask them questions on their chosen implementation rather than provide direct solutions. You must stop thinking like an individual contributor. It’s . avoid micromanagement delegate, build trust with your team no longer about your accomplishments but the teams’ accomplishments This is one of the most difficult mental changes most successful engineers taking on a new manager role struggle to make, especially if they still have both feet in the technical implementation. You have to see the team’s success as your reward. Acknowledge their accomplishments often and praise them upwards and outwards. You are the advocate of the teams’ deliveries within and without in most situations. - Roadmaps Project Management & Prioritisation To be an effective leader, you require . You should ask your manager and your reports for their inputs on priorities for the deliveries of your team and align the two by adjusting the scope, timelines, or resources on the project and circle the plan back past them. This will allow you to . Take courses on project management and apply the best practices. Ask a more experienced project manager for mentorship to accelerate your learning. You must develop longer-term roadmaps to craft a vision that can be shared and used as a visual motivator. It’s fine to adjust the roadmap as priorities change. good project management and prioritization skills set your team up for success Conflict Management Teams may experience tension between individuals due to project priorities and deadlines, customers, sudden changes in directions, or external team dependencies. You must act to resolve any conflicts as early as possible. Nip them in the bud, and your team will be so much the better for it. Finding Your Purpose as a Leader An area that is rarely mentioned is the absence of being . As an engineer, you experience the zen-like experience of “in the zone” caused by uninterrupted deep concentration on a complex task assignment. If you transition into a full leadership position, managing five or more people, then the loss of time in the zone, plus the struggles of being a new leader role may lead to experiencing internal doubts relating to your purpose and self-fulfillment. A new manager needs to find a way to fill that void. It’s up to the individual on what works best for them. Side coding projects are common, especially for the hands-on manager. “in the zone” When you are leading larger teams, then time for coding projects is few and far between. At this point, explore other non-technical ways that require less time, like meditation, writing, reading, painting, exercise, gaming, etc… These are the path to becoming a renaissance leader. A leader that is great with technology, people and pursues other interests. Improving their own skillset in a complementary manner to enable better coaching of others to success. They seek out work on x-team initiatives to create larger impacts, continuously increasing their own skills in networking, communication, delegation. Conclusion In my own experience, I have learned that it’s far better to lead others when you have achieved broad and deep expertise across the software development lifecycle and gained life experience that improves your levels of People-focused leadership is key to building high-performance teams that deliver strong business value. Continuously learn and improve your leadership skills before and after is the path to transition from engineer to leadership and beyond. You know when in a professional environment is . If they had a choice, . empathy, humility, and self-awareness. you have achieved leadership when you lead people they would still choose to follow If you liked this article add a reaction. Thank you.

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