init

300-resources/Apple App Password.md

@@ -0,0 +1,2 @@
+windysylph@me.com
+# cuyx-xyxz-dqko-akwl

300-resources/Community/Audience is a super power.md

@@ -0,0 +1,32 @@
+Tags: [[Podcast]] [[Community]] - [[Audience]]
+Podcast: [[The Future Belongs to Creators]] 
+
+## Highlights:
+
+What is an audience, how do you find them
+	- People who want to hear from you and would miss you if you didn't show up
+	- People who want follow you around even when you jump off and change
+
+Audience building = Community Building
+
+Kevin Kelly - 1000 true fans principles
+
+That makes it so you won't need to make a lot of money on each of them to make a very good living (100$/years -= 100k / years revenue )
+
+To start pick the friends, the people you know who would be interesting in the topics
+	- Text them or connect with them
+	- Some will say no and you need to get used to it too
+	- Habit skill of rejection and learn how to make the ask
+
+Show up consistantly no matter the result
+
+You don't control the result but you control the process
+
+If you're one step ahead of your audience then everything you learn as value for them to learn
+		- Concept of Leading learner
+
+People wants connection and to get connection you need to tell the full story and be authentic
+
+People connect the most when you're authentic with your story, the mistake you made, the errors, the problems
+
+Tell the story or teach and just switch between the 2 as you see fit

300-resources/Community/Community.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Community"
+sort file.name
+```

300-resources/Community/How to build community around your publication.md

@@ -0,0 +1,29 @@
+Tags: [[Article]] [[Community]] - [[Email Marketing]] 
+Author: Substack Blog
+From: email
+
+## Highlights:
+Write down your answers to these questions:  
+- Who do you want to bring together?
+- Why do they want to come together?
+
+Bailey explained that it’s especially good when you can describe your audience in terms of behavior and motivations rather than demographics; the latter might even be a legacy from advertising, which tends to put us into categories (think “35-44 year old urban working mom”).
+
+By contrast, describing your audience in terms of a shared perspective creates the space for something that anyone can be a part of
+- ` “Being at the surprising center of a Venn diagram can feel really impactful and meaningful”. ` 
+
+Try to write a sentence that brings these two parts together (this also makes for a great one-sentence description for your Substack!):  
+- This community brings together [WHO] so we can [WHY].
+- For example, Bailey shared the story of YouTubers John and Hank Green, whose community of Nerdfighters brings together “nerds and the ‘otherwise out of sync’” (who) to “increase awesome and decrease world suck” (why).
+	- What do they need more of?
+	- What change do they desire?
+	- What’s a problem that only they can solve together?
+
+Think of a shared activity that helps your community achieve their “why”. In other words: what do people get together to do?   In her experience, Bailey has found that people tend to get together in order to do something that is better in a group, like teach each other, support each other, and meet up locally
+
+Your shared activity should have the following traits: 
+- Purposeful: It brings your community’s “why” to life 
+- Participatory: It gives others the chance to contribute (ideally, you shouldn’t do all the work!)  
+- Repeatable: It takes place regularly, which builds a habit or ritual (Bailey noted that organizing a community is like running a cafe: you need to keep the doors open for your patrons.)
+
+Your writing is a beacon for like-minded readers, even if you don’t know who they all are yet! Giving your readers the chance to get to know you, as well as their fellow subscribers, can be a powerful experience. Once you know who your audience is, the what’s and how’s of building your community will easily follow.

300-resources/Community/Matrix Server.md

@@ -0,0 +1,115 @@
+
+
+Storage:
+	azure object:
+	bucket(container): synapse
+	region: West US 2
+	endpoint_url: https://matrixserver.blob.core.windows.net/
+	aws_access_key_id: matrixserver
+	aws_secret_access_key: vuEGDMi5x1DPdYqCkoG3ApOBbq3CppPOa0qExCdWEWgSdxl/puQNsc7kZQ7zI9fX8daWGGGb2yBU+AStj1VVSA==
+	
+	connection: DefaultEndpointsProtocol=https;AccountName=matrixserver;AccountKey=vuEGDMi5x1DPdYqCkoG3ApOBbq3CppPOa0qExCdWEWgSdxl/puQNsc7kZQ7zI9fX8daWGGGb2yBU+AStj1VVSA==;EndpointSuffix=core.windows.net
+
+	flexifyio:
+		Access Key ID
+		FlIO73xaxZt86teyIm4F5N7B
+		Secret Access Key
+		h7gjsbc5QJMWjgmA24wRpWdLCBC9VWmgJv1sm8
+
+
+managed flexifyio:
+Endpoints (S3)
+
+s3.flexify.io
+
+s3.us-east-1.aws.flexify.iocontent_copy
+
+s3.us-west-1.aws.flexify.iocontent_copy
+
+Access key
+
+FlIO6ufBeax0c2II1LI1El2zcontent_copy
+
+Secret key
+
+eTwlfXvsJKkJJRS5lBe0MFI73Mdo9zdR105VTBNU
+		
+	  
+
+
+Endpoint (S3)
+
+stor.chans.xyz
+
+Access key
+
+FlIO8hB9RMewbeOQiDi5omT
+
+Secret key
+
+TY5c8siV7gNwIGJ8wq4dBBzN7MfsF5CAWeywLyze
+
+  
+
+Access Key ID
+FlIO73xaxZt86teyIm4F5N7B
+
+Secret Access Key
+h7gjsbc5QJMWjgmA24wRpWdLCBC9VWmgJv1sm8
+
+
+amazon s3:
+"AWS":"arn:aws:iam::`AccountIDWithoutHyphens`:root"
+"AWS":"arn:aws:iam::587891510942:windyboy"
+
+```json
+ 1. {
+ 2.   "Version":"2012-10-17",
+ 3.   "Statement":[
+ 4.     {
+ 5.       "Sid":"AddCannedAcl",
+ 6.       "Effect":"Allow",
+ 7.     "Principal": {"CanonicalUser":"fecdb8da051398108edd3ed57e7e0d8457180461bd14d0a77eec6ea6fbff954a"},
+ 8.       "Action":["s3:**"],
+ 9.       "Resource":"arn:aws:s3:::windy-matrix/*"
+11.     }
+12.   ]
+13. }
+
+```
+Account name
+
+windyboy
+
+Email address
+
+windyboy@gmail.com
+
+AWS account ID
+
+587891510942
+
+Canonical user ID
+
+fecdb8da051398108edd3ed57e7e0d8457180461bd14d0a77eec6ea6fbff954a
+
+
+access:
+AKIAYRYIQR2POZMGOCM4
+
+Secret access key：
+myoTKuUYxY202mo406tO5wRCtWu3frl1TQkhEpAe
+
+region:
+us-east-1
+
+
+azure:
+account:
+matrixserver
+
+sas:
+uwhhhtwhg0DXJbqHDC+4zsMTUA06SXT3JkO80Tz6zGKoVp58Nbv6y6otlczb7w0sgCXzUD/BesV5+AStnfXHEQ==
+
+string:
+DefaultEndpointsProtocol=https;AccountName=matrixserver;AccountKey=uwhhhtwhg0DXJbqHDC+4zsMTUA06SXT3JkO80Tz6zGKoVp58Nbv6y6otlczb7w0sgCXzUD/BesV5+AStnfXHEQ==;EndpointSuffix=core.windows.net

300-resources/Cooking/7 Low-Sodium Lunches Under 400 Calories.md

@@ -0,0 +1,42 @@
+**1. [SLOW COOKER CHICKEN ADOBO WITH PINEAPPLE](https://blog.myfitnesspal.com/slow-cooker-chicken-adobo-with-pineapple/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 340; Total Fat: 14g; Saturated
+Fat: 4g; Monounsaturated Fat: 6g; Cholesterol: 231mg; Sodium: 383mg;
+Carbohydrate: 6g; Dietary Fiber: 2g; Sugar: 3g; Protein: 44g
+
+**2. [SALMON AND SPINACH FRITTATA](https://blog.myfitnesspal.com/salmon-and-spinach-frittata/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 152; Total Fat: 6g; Saturated
+Fat: 1g; Monounsaturated Fat: 1g; Cholesterol: 94mg; Sodium: 176mg;
+Carbohydrate: 6g; Dietary Fiber: 1g; Sugar: 5g; Protein: 20g
+
+
+**3. [THAI CURRY TOFU OVER SWEET POTATOES](https://blog.myfitnesspal.com/thai-curry-tofu-over-sweet-potatoes/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 397; Total Fat: 17g; Saturated
+Fat: 12g; Monounsaturated Fat: 1g; Cholesterol: 0mg; Sodium: 379mg;
+Carbohydrate: 48g; Dietary Fiber: 11g; Sugar: 19g; Protein: 16g
+
+**4. [BARLEY AND PROVENCAL VEGETABLES IN VINAIGRETTE](https://blog.myfitnesspal.com/barley-and-provencal-vegetables-in-vinaigrette/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 284; Total Fat: 8g; Saturated
+Fat: 2g; Monounsaturated Fat: 4g; Cholesterol: 5mg; Sodium: 387mg;
+Carbohydrate: 43g; Dietary Fiber: 10g; Sugar: 6g; Protein: 11g
+
+**5. [SALMON CAKES ON MIXED GREENS](https://blog.myfitnesspal.com/salmon-cakes-on-mixed-green-salad) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 250; Total Fat: 12g; Saturated
+Fat: 1g; Monounsaturated Fat: 3g; Cholesterol: 0mg; Sodium: 156mg;
+Carbohydrate: 11g; Dietary Fiber: 3g; Sugar: 4g; Protein: 23g
+
+**6. [DUKKAH-CRUSTED CHICKEN SHAWARMA SALAD WITH TAHINI RANCH](https://blog.myfitnesspal.com/dukkah-crusted-chicken-shawarma-salad-with-tahini-ranch/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 329; Total Fat: 15g; Saturated
+Fat: 2g; Monounsaturated Fat: 8g; Cholesterol: 41mg; Sodium: 352mg;
+Carbohydrate: 31g; Dietary Fiber: 6g; Sugar: 6g; Protein: 21g
+
+**7. [CREAMY CAULIFLOWER AND CARROT SOUP](https://blog.myfitnesspal.com/creamy-cauliflower-and-carrot-soup/) MYFITNESSPAL'S RECIPES**
+
+Nutrition (per serving): Calories: 263; Total Fat: 15g; Saturated
+Fat: 3g; Monounsaturated Fat: 9g; Cholesterol: 7mg; Sodium: 238mg;
+Carbohydrate: 24g; Dietary Fiber: 7g; Sugar: 12g; Protein: 11g

300-resources/Cooking/Cooking.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Cooking"
+sort file.name
+```

300-resources/Cooking/Easy Mini Quiche Recipe.md

@@ -0,0 +1,17 @@
+## Ingredients   
+- 6 slices bread
+- 1/2 onion, grated
+- 1/4 cup shredded Swiss cheese
+- 1/2 cup milk
+- 2 eggs
+- 1/2 teaspoon dry mustard
+## Directions    
+- Preheat oven to 375 degrees F (190 degrees C). 
+- Lightly grease 12 muffin tins.
+- Trim or cut bread into circles. 
+- Place circles in bottom of muffin tins. 
+- Distribute the onion and shredded cheese evenly between the muffin tins.
+- In a medium bowl, combine milk, eggs, mustard and pepper. 
+- Divide between the muffin tins. 
+- Bake in preheated oven for 20 minutes, or until a toothpick inserted into the center of a quiche comes out clean.
+

300-resources/Cooking/芹菜炒牛肉.md

@@ -0,0 +1,27 @@
+
+所需材料：
+
+-   牛肉（切丝）：300克
+-   芹菜（切段）：300克
+-   鲜辣椒（切丝）：适量
+-   姜末：适量
+-   蒜末：适量
+-   盐：适量
+-   生抽：适量
+-   料酒：适量
+-   蚝油：适量
+-   淀粉：适量
+-   植物油：适量
+
+做法：
+
+1.  牛肉切成丝，加入盐、料酒、生抽和淀粉，搅拌均匀腌制10分钟左右。
+2.  热锅冷油，将腌制好的牛肉放入锅中煸炒至变色，盛出备用。
+3.  锅中留底油，加入姜末和蒜末煸炒出香味，加入鲜辣椒丝翻炒至变色出香味。
+4.  加入芹菜段煸炒至熟软，加入少许盐和料酒调味。
+5.  加入炒好的牛肉，加入蚝油，迅速翻炒均匀即可出锅。
+
+温馨提示：
+
+1.  鲜辣椒炒香的时间要控制好，一般需要炒到变色出香味即可。
+2.  加入鲜辣椒后可以再加入少许生姜末，提升菜肴的口感和香气。

300-resources/Cooking/酸黄瓜.md

@@ -0,0 +1,48 @@
+
+制作泡菜酸黄瓜的步骤如下：
+
+材料：
+
+-   新鲜的黄瓜或白萝卜，切成小块或薄片
+-   大蒜，切成小块或泥
+-   辣椒粉或新鲜的辣椒，根据口味添加
+-   盐，约为黄瓜重量的2%
+-   白糖，约为黄瓜重量的1%
+
+步骤：
+
+1.  准备一个干净的玻璃罐或容器，将黄瓜或白萝卜放入其中。注意，容器应该干燥，因为任何水分都可能影响发酵过程。
+    
+2.  在黄瓜中加入大蒜和辣椒粉，然后在上面撒上盐和白糖。
+    
+3.  用手轻轻地搓揉黄瓜，使它们与盐和糖混合，并开始释放水分。这个过程可能需要10到15分钟。
+    
+4.  将黄瓜压入罐中，使其尽可能地浸泡在其自身的水分中。如果水分不足，可以加入一些水，但不要让水超过黄瓜。
+    
+5.  将容器密封好，然后放置在室温下24小时。在此时间内，黄瓜将开始发酵。
+    
+6.  过了24小时后，打开罐子检查发酵情况。如果你看到了气泡和泡沫，那么你就成功地制作出了泡菜酸黄瓜！此时，你可以将其放入冰箱保存。
+    
+7.  等待几天或一周，黄瓜会越来越酸，并且味道会越来越好。你可以在任何时候品尝，直到你得到最喜欢的味道为止。
+    
+
+注意事项：
+
+-   在制作泡菜酸黄瓜时，要确保使用新鲜干净的材料，并在制作前彻底清洗。
+-   要准确地称量盐和糖的数量，因为这会影响到发酵的过程和结果。
+-   为了防止发酵过程中产生的气体无法逸出，可以选择松散的封口方式，如盖上一个松紧度适中的盖子或覆盖上一块纱布。不要使用密封的盖子，否则可能会导致容器爆裂。
+
+如果您想为泡菜酸黄瓜添加其他香料以提升其风味，以下是一些常见的选择：
+
+1.  姜：将姜切成小片或末，加入到泡菜酸黄瓜中。姜的味道会使泡菜酸黄瓜更具有咬劲和辛辣感。
+    
+2.  蒜薹：切碎一些蒜薹，加入到泡菜酸黄瓜中。蒜薹的味道会使泡菜酸黄瓜更加香气扑鼻。
+    
+3.  芝麻：将一些芝麻炒香，然后磨成粉末状，加入到泡菜酸黄瓜中。芝麻的味道会增加泡菜酸黄瓜的浓郁感。
+    
+4.  茴香籽：加入一些茴香籽到泡菜酸黄瓜中。茴香籽的味道会使泡菜酸黄瓜更加清爽和芳香。
+    
+5.  花椒：加入一些花椒到泡菜酸黄瓜中。花椒的味道会使泡菜酸黄瓜更加香辣和麻味。
+    
+
+您可以根据自己的口味和喜好选择合适的香料，并根据量的大小和搭配程度进行调整，以获得您想要的口感和风味。

300-resources/Development/Better developers Using from X import Y in Python.md

@@ -0,0 +1,37 @@
+Title: "\[Better Developers\] Using 'From X Import Y' in Python"
+Author: [[Reuven Lerner]]
+From: 
+
+## Highlights:
+
+Is a variation on "import" that is commonly used, which looks like this:
+    from X import Y
+
+The idea is pretty simple: When you say
+    import foobar
+
+you're creating a variable "foobar" in the current namespace. That variable is a module, whose attributes are the global variables created in the module's file
+
+Whether you find it aesthetically ugly, or annoying to type, or confusing, or if you just want to put it in the current namespace, you can do that with:
+    from foobar import hello
+
+Or if you want both of them, you can say
+    from foobar import hello, x
+
+Once you have done this, the names "hello" and "x" are defined in your current namespace, and you can use them to access the module's attributes
+
+Note that I keep saying, "the current namespace." That's because "import", like "def", is a way to define a variable. When you use "def", you're both creating a function object and setting a variable (the function name) to point to that function object. And when you use "import", you're both creating a module object, and setting a variable (the module name) to point to that module object.
+
+But all variables can be global or local -- and modules are no different.
+
+I should note that while you can use an "import" statement anywhere, it's pretty rare in my experience to have it anywhere but at the global scope
+
+So: "from-import" loads the entire module, and puts the module in sys.modules. It then creates aliases to the specified names in the local namespace.
+
+And if you're using "from-import" because you want to save memory, or don't want to load an entire module, that's obviously bad news.
+
+When you say "from import *", you're saying that it would be totally OK for the module's variables to overwrite the variables that you have defined in the current namespace
+
+For starters, "from-import" ignores names that start with an underscore (_) character
+
+If I want, I can also define the variable __all__, a list of strings indicating which names should be exported when you use a wildcard

300-resources/Development/Development.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Development"
+sort file.name
+```

300-resources/Development/Mock Patching.md

@@ -0,0 +1,4 @@
+## Highlights: 
+`Mock.patch `  will intercept import statements identified by a string, and return a Mock instance you can preconfigure using the techniques we discussed above.
+
+we need to supply  `Mock.patch ` with a string representing our specific import. We do not want to supply simply  `os.getcwd `  since that would patch it for all modules, instead we want to supply the module under test’s import of os , i.e. work.os . When the module is imported patch will work its magic and return a Mock instead.

300-resources/Development/Monogo.md

@@ -0,0 +1,3 @@
+
+
+db.createUser({ user: "unifi", pwd: "unifi", roles: [{ role: "readWrite", db: "unifi" }] })

300-resources/Development/better developers computers are cheap people are expensive.md

@@ -0,0 +1,34 @@
+Title: "[Better Developers] Computers Are Cheap. People Are Expensive."
+Author: 
+From: 
+
+## Highlights:
+
+My point is that it took a long time for people to realize that it was OK to work with a high-level language, and that doing so didn't make you a worse programmer. When you use a high-level language, your programs might run a bit more slowly, but that's often an acceptable compromise.
+
+---
+
+**==In today's world, computers are cheap, while people are expensive.==**
+
+---
+
+Let's assume that a Python program runs twice as slowly as the equivalent Java program, and thus requires two servers instead of one server. In today's world, that server difference will probably cost a few hundred dollars per month.  If the programmer writing the software is 5x as productive, then that server is more than paid for by the increase in efficiency.
+
+---
+
+This doesn't mean, of course, that you don't need to worry about slow code, or that there's no need for C++ programmers in the world any more. But the need for speed is increasingly balanced by something even more important: The need for maintainable software.
+
+---
+
+One of the reasons I love Python is that the code is clear and readable, allowing me to join a new project and dive in, because the code is written similarly to all of the other Python code I've read and written over the years.
+
+---
+
+Better to save your colleagues (and company) money by making things more efficient for people, rather than for computers.
+
+---
+
+Your 1st comment on this article **Note:** Really interesting insight with the switch to a high level language to save people time and make debugging easier instead of saving server resources. It might not always be the right equation like in our case where the biggest expense are the servers but in many cases it would be true that human price > server price
+
+---
+

300-resources/Drawing/Drawing.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Drawing"
+sort file.name
+```

300-resources/Drawing/Improving guide.md

@@ -0,0 +1,10 @@
+![](https://pbs.twimg.com/media/D_RMXOBUYAIlEnr.png:large)
+![](https://pbs.twimg.com/media/D_RMYnoUwAI2ByP.png:large)
+![](https://pbs.twimg.com/media/D_RMZ2yUEAcQpNF.png:large)
+![](https://pbs.twimg.com/media/D_RM6tsU0AA6q-7.png:large)
+![](https://pbs.twimg.com/media/D_RM7xIU4AAfgGu.png:large)
+![](https://pbs.twimg.com/media/D_RM8hjU0AMb-rT.png:large)
+![](https://pbs.twimg.com/media/D_RM9d7UEAIjmq3.png:large)
+![](https://pbs.twimg.com/media/D_RM-voUcAEpA7d.png:large)
+![](https://pbs.twimg.com/media/D_RM_0QUYAERDX3.png:large)
+![](https://pbs.twimg.com/media/D_RNAs8UcAAm170.png:large)

300-resources/Gaming/Gaming.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Gaming"
+sort file.name
+```

300-resources/Gaming/Interesting games.md

@@ -0,0 +1,6 @@
+- Dwarf fortress
+- Lutris
+- Crusader Kings
+- Katana Zero
+- Factorio
+- [Space Station 13](https://spacestation13.com/)

300-resources/Marketing/Beginners Guide to Product Qualified Leads (PQL).md

@@ -0,0 +1,73 @@
+https://productled.com/product-qualified-leads/
+
+A product qualified lead (PQL) is a lead who has experienced meaningful value using your product through a free trial or freemium model.
+
+When you reach out to a PQL, they should have already experienced meaningful value in your product. This makes the sale easier because there's no need to sell the user on the value of the product.
+
+Before we dive into how to identify a PQL, I wanted to take a second to list out what PQLs are NOT: PQLs are not people who upgrade their free plan; PQLs are not marketing qualified leads; Someone who signs up for a free trial does NOT qualify as a PQL;
+
+To choose a successful PQL definition, it has to involve helping the user become successful in your product. I\'ll share a few great examples with you in a second.
+
+What matters, however, is that you try to find behaviors that correlate with people upgrading.
+
+To really nail down the ideal definition of a PQL, you need to know your value metrics. According to Patrick Campbell (the CEO and co-founder of Price Intelligently), the perfect value metric should align with your customers' needs, grow with them and be easy to wrap one's mind around.
+
+No business should have the same product qualified lead definition.
+
+Every business should be constantly refining what their PQL definition is and make sure it helps users experience meaningful value in the product. Here are just a few examples of PQL definitions from well-known brands: For Slack, a PQL is when an account reaches its 2,000 message limit; For Facebook, a PQL is once someone adds 7 friends; For Drift, a PQL is once someone has 100 conversations on their website;
+
+As a result, PQLs close at significantly higher rates than MQLs because users understand the value of your product. It's not uncommon for PQLs to convert upwards of 20-30% in my experience working with B2B SaaS businesses.
+
+As prospects utilize your application, they demonstrate buying intent based on product behaviors which can include: Product interest Number of users Features used Spending patterns Usage patterns Velocity - How fast a user or team is adopting your product
+
+Once you have that in place, I recommend brainstorming a few PQL definitions as a start. Even if it's just a hypothesis at this point, it will come in handy when you test it in your business
+
+I find that usage patterns are one of the easiest ways to define a PQL if you're short for time. At first, your PQL could be as simple as a user that logs in 10 times. This at least shows that the user is
+actively using the product and is coming back for a reason.
+
+Now, the next step is to find out what they're coming back to do. Like I mentioned before, your PQL is meant to be a moving target. You can start with usage patterns but eventually, you want to get closer to pinning what the leading behaviors of someone who becomes a paying customer are
+
+Once you have your PQL definition, you need to put the systems in place so that all teams can play an active role in generating more PQLs. This is not a solo sport. In this section, I break down some of the key metrics each team can be responsible for.
+
+When setting up metrics for teams, I always recommend having both a quantity and a quality metric to ensure that each team isn't sacrificing quality in order to attain the quantity metric
+
+important that it reflects that we're upgrading users that become and stay as successful customers.
+
+One of the best parts about PQLs is that it aligns teams to focus on helping the user become successful in the product.
+
+Updated Nov 16, 2019:
+
+A product qualified lead (PQL) is a lead who has experienced meaningful value using your product through a free trial or freemium model.
+
+When you reach out to a PQL, they should have already experienced meaningful value in your product. This makes the sale easier because  there's no need to sell the user on the value of the product.
+
+Before we dive into how to identify a PQL, I wanted to take a second to list out what PQLs are NOT: PQLs are not people who upgrade their free plan; PQLs are not marketing qualified leads; Someone who signs up for a free trial does NOT qualify as a PQL;
+
+To choose a successful PQL definition, it has to involve helping the user become successful in your product. I\'ll share a few great examples with you in a second.
+
+What matters, however, is that you try to find behaviors that correlate with people upgrading.
+
+To really nail down the ideal definition of a PQL, you need to know your value metrics. According to Patrick Campbell (the CEO and co-founder of Price Intelligently), the perfect value metric should align with your customers' needs, grow with them and be easy to wrap one's mind around.
+
+No business should have the same product qualified lead definition.
+
+Every business should be constantly refining what their PQL definition is and make sure it helps users experience meaningful value in the product. Here are just a few examples of PQL definitions from well-known brands: For Slack, a PQL is when an account reaches its 2,000 message limit; For Facebook, a PQL is once someone adds 7 friends; For Drift, a PQL is once someone has 100 conversations on their website;
+
+As a result, PQLs close at significantly higher rates than MQLs because users understand the value of your product. It's not uncommon for PQLs to convert upwards of 20-30% in my experience working with B2B SaaS businesses.
+
+As prospects utilize your application, they demonstrate buying intent based on product behaviors which can include: Product interest Number of users Features used Spending patterns Usage patterns Velocity - How fast a user or team is adopting your product
+
+Once you have that in place, I recommend brainstorming a few PQL definitions as a start. Even if it's just a hypothesis at this point, it will come in handy when you test it in your business
+
+I find that usage patterns are one of the easiest ways to define a PQL if you're short for time. At first, your PQL could be as simple as a user that logs in 10 times. This at least shows that the user is
+actively using the product and is coming back for a reason.
+
+Now, the next step is to find out what they're coming back to do. Like Imentioned before, your PQL is meant to be a moving target. You can start with usage patterns but eventually, you want to get closer to pinning what the leading behaviors of someone who becomes a paying customer are
+
+Once you have your PQL definition, you need to put the systems in place so that all teams can play an active role in generating more PQLs. This is not a solo sport. In this section, I break down some of the key metrics each team can be responsible for.
+
+When setting up metrics for teams, I always recommend having both a quantity and a quality metric to ensure that each team isn't sacrificing quality in order to attain the quantity metric
+
+important that it reflects that we're upgrading users that become and stay as successful customers.
+
+One of the best parts about PQLs is that it aligns teams to focus on helping the user become successful in the product.

300-resources/Marketing/Clusters.md

@@ -0,0 +1,9 @@
+Tags: [[Email]] [[Marketing]] - [[Audience]] [[Customer]] [[Local]]
+Author: [[Seth Godin]]
+## Highlights:
+
+With few exceptions, that’s being replaced by a return to clusters.
+
+The cluster might be geographic (they eat different potato chips in Tucscon than they do in Milwaukee) but they’re much more likely to be psychographic instead. What a group of people believe, who they connect with, what they hope for…
+
+The minimal viable audience concept requires that you find your cluster and overwhelm them with delight. Choose the right cluster, show up with the right permission and sufficient magic and generosity and the idea will spread.

300-resources/Marketing/Consumers Are Hungry For An Experience-Based Connection With Your Brand.md

@@ -0,0 +1,29 @@
+https://www.forbes.com/sites/forbesbusinesscouncil/2019/11/21/consumers-are-hungry-for-an-experience-based-connection-with-your-brand/
+
+According to one study, 83% of consumers admit paying as much attention to how brands treat them as on the product they sell. The same study states that 73% say they are willing to pay more for a product if they love the brand. These statistics call attention to the fact that customer experience is critical.
+
+re-imagine every touchpoint a consumer has with their brand, delivering an experience-based, emotional connection. These organizations are looking past traditional ways to attract and retain customers and designing compelling, personalized experiences – via advanced technologies – around products and services to better engage.
+
+The term “Experience Economy” was coined a few decades ago by James H. Gilmore and B. Joseph Pine II. The two, who co-authored a book of the same name, describe that consumers seek experiences above and beyond products and services. In the book, they explain that services must be mass-customized for each individual need and that offerings must be charged for time (i.e., subscriptions). They also urge more organizations to pay attention not just to what workers should do, but how they do it.
+
+The customer experience is not merely about your mobile app, your website or your call center agents – it runs deep inside the four walls of your company. All of the internal processes, people and systems that contribute to your brand’s overall customer experience – those operations that take place behind the scenes – are just as much a part of that customer experience.
+
+First and foremost, brand interactions must be easy for consumers. They must co-exist in the natural rhythm of consumers’ daily lives.
+
+From a consumer’s perspective, what matters most is that their brand interaction simply works and provides value
+
+Part of this strategy involves leveraging technology and data to decode the nuances of consumer behaviors and sensibilities that drive their unique brand interactions and decision-making processes
+
+Don’t generalize your customers and prospects.
+
+These lenses are too narrowly focused and don’t expose the more valuable behavioral criteria that inspire long-term, emotional connections. Intead, utilize technology to develop a more robust, data-driven picture of your audience.
+
+consumers ourselves, perhaps many of us are used to accessing anything we want, at any given time, through all of our connected networks. Similarly, customers expect their brand experiences to be on the ready, whether it’s via a smartphone, tablet or any other device
+
+no longer to dictate an exchange but to facilitate one.
+
+Develop a strategy that accounts for business needs, market demands and technology
+
+the Experience Economy must be backed by your data
+
+Utilize your back-office to generate the right amount of data about individual consumers.

300-resources/Marketing/Marketing.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Marketing"
+sort file.name
+```

300-resources/Marketing/Validation is backwards.md

@@ -0,0 +1,19 @@
+Tags: [[Article]] [[Marketing]] - [[Entrepreneurship]] [[Validation]]
+Author: [[Alex Hillman]] 
+From: https://stackingthebricks.com/validation-is-backwards/
+ 
+## Highlights:
+
+On one hand, it’s possible that Lean methods could protect you from making a huge mistake, by making many smaller mistakes instead. You could avoid wasting a whole lot of time and money on a shitty, half-cocked business idea. And hey, that’s not all bad!
+
+Validation claims to be a data-driven process, but the results are neither predictably nor repeatably successful.
+
+“Before you launch, you’ll interview people who may be potential customers, but have not yet given you money, and are ergo not customers. They’ve got no skin in the game, no frame of reference to build on. But even after you launch - and you begin to interview your customers - the technique is flawed.
+
+You rely on your interviewees being experts at research & development — you trust them to identify their own pains with unflinching honesty and accuracy. To remember, in essence, exactly what they do, all day, every day. And to be willing to tell you about it. And to be able to imagine a world unlike the world they inhabit, with a different workflow, different tools, different outlook, different life. You rely on them to accurately identify the causes of the pains they do identify. You rely on them to be wholly rational. They must not care about your feelings at all
+
+You need them to be people who always do exactly what they say they will.”
+
+The process that we created and teach in 30x500 is based on an observational research technique called Ethnography
+
+answers you need for repeatable business success: understanding peoples’ behaviors, specifically why they do (or don’t do) things, and why they buy (or don’t buy) things.

300-resources/Network/Cookies.md

@@ -0,0 +1,75 @@
+
+ttg:
+```json
+[
+{
+    "domain": "totheglory.im",
+    "expirationDate": 1684166438.790473,
+    "hostOnly": true,
+    "httpOnly": false,
+    "name": "laccess",
+    "path": "/",
+    "sameSite": "unspecified",
+    "secure": true,
+    "session": false,
+    "storeId": "0",
+    "value": "1652630439",
+    "id": 1
+},
+{
+    "domain": "totheglory.im",
+    "expirationDate": 1684166438.790463,
+    "hostOnly": true,
+    "httpOnly": true,
+    "name": "pass",
+    "path": "/",
+    "sameSite": "unspecified",
+    "secure": true,
+    "session": false,
+    "storeId": "0",
+    "value": "3d0fca9b34a18a2bc0e2074b9a3b13e0",
+    "id": 2
+},
+{
+    "domain": "totheglory.im",
+    "hostOnly": true,
+    "httpOnly": false,
+    "name": "PHPSESSID",
+    "path": "/",
+    "sameSite": "unspecified",
+    "secure": false,
+    "session": true,
+    "storeId": "0",
+    "value": "cmeh3o9as9burp1g082pqconk1",
+    "id": 3
+},
+{
+    "domain": "totheglory.im",
+    "expirationDate": 1684166438.79045,
+    "hostOnly": true,
+    "httpOnly": true,
+    "name": "uid",
+    "path": "/",
+    "sameSite": "unspecified",
+    "secure": true,
+    "session": false,
+    "storeId": "0",
+    "value": "17052",
+    "id": 4
+},
+{
+    "domain": "totheglory.im",
+    "expirationDate": 2147483647.023646,
+    "hostOnly": true,
+    "httpOnly": false,
+    "name": "user_info_hash",
+    "path": "/",
+    "sameSite": "unspecified",
+    "secure": true,
+    "session": false,
+    "storeId": "0",
+    "value": "e0de221dfdaee86bbbf4d69b451f5941",
+    "id": 5
+}
+]
+```

300-resources/Network/Domains.md

@@ -0,0 +1,9 @@
+
+## [namesilo](https://www.namesilo.com/)
+
+| Domain | NameServers | Created | Expiration |
+| ------ | ----------- | ------- | ---------- |
+|**[chans.xyz](https://www.namesilo.com/account_domain_manage_domain.php?domain=ZmVmZGZlZmZmZQZkZmN=13q31n34o45582non28pn73105o22597)**|ns1.wsvc.info, ns2.wsvc.info|2018-02-06|2025-02-07|
+|**[microai.life](https://www.namesilo.com/account_domain_manage_domain.php?domain=ZmRmAQZlZmNmAmZjZmVmAN==q19846r2nq4s712o124257q2q6o18rp9)**|ns1.dnsowl.com, ns2.dnsowl.com|2023-03-22|2024-03-22
+|**[windy.me](https://www.namesilo.com/account_domain_manage_domain.php?domain=ZmDmAmZ0ZmNmZQZ19p74nq1121o27rqo5oro36o3900p35n3)**|ns1.wsvc.info, ns2.wsvc.info|2010-10-15|2023-10-15
+|**[wsvc.info](https://www.namesilo.com/account_domain_manage_domain.php?domain=ZmtmZmZlZmHmZwZm535r1pqq3r87nn739340o572ss1785o4)**|ns1.wsvc.info, ns2.wsvc.info|2013-03-02|2025-03-02

300-resources/Network/Openwrt.md

@@ -0,0 +1,43 @@
+
+
+# ipv6
+
+## dhcpv6
+
+* lan:
+内置ipv6管理
+强制链路
+1 个 /60 子网：  
+240e:3c1:5665:1cd0::/60
+dhcp:
+ignore
+ipv6:
+server
+server
+relay
+无状态+有状态
+总是通告默认路由
+* wan
+默认网关
+内置ipv6管理
+* wan6
+协议：dhcpv6 客户端
+请求： try
+指定前缀长度： 自动
+内置ipv6管理
+
+软件包：
+odhcp6c
+odhcpd-ipv6only
+luci-proto-ipv6
+
+wireguard
+```shell
+# wg genkey | tee privatekey | wg pubkey > publickey
+# cat privatekey
+SD8TBcD75GATvEAebOkb4MVf+VeECUKuo9bzZscBHFg=
+# cat publickey
+8mszNqg5s4YFA2z3Q/5A9HYXEnQIbNNReW0QxSlELng=
+```
+
+

300-resources/Personal Knowledge Management/BASB - Cohort 10 - Class 7.md

@@ -0,0 +1,3 @@
+- **Areas are ==**personal**==** to you, Resources are ==**generally useful for others**==
+- Just move the note in the right place do not file them or change them
+- You can always split notebook if they become too big 

300-resources/Personal Knowledge Management/BASB - Cohort 10 - Class 8.md

@@ -0,0 +1,2 @@
+- Let's make it fun and it's going to be easier too
+- ==If you don't have at least one new project or one archived project or one split/merge project in a week you need to question the size of them==

300-resources/Personal Knowledge Management/Dickens deep work.md

@@ -0,0 +1 @@
+According to biographer Claire Tomalin, Dickens crafted much of the tale in his head while engaged in nighttime walks that covered 15 to 20 miles. As a result of this ambulatory cogitation, the entire story took only six weeks to complete in the late fall of 1843.

300-resources/Personal Knowledge Management/Images.md

@@ -0,0 +1,2 @@
+![https://i.imgur.com/CGmrkYZ.png](https://i.imgur.com/CGmrkYZ.png)
+![https://i.imgur.com/hSFUNYX.png](https://i.imgur.com/hSFUNYX.png)

300-resources/Personal Knowledge Management/PARA Notes from class.md

@@ -0,0 +1,3 @@
+- areas are usually the overhead in the background (maintenance, support, upgrade etc)
+- projects are finite and clean they have a concrete outcome/package/deliverable
+- areas and resources can be more aspirational and dreams mostly things you want to start to take notes on interest are like plane on your radar they come and go and come back later

300-resources/Personal Knowledge Management/PARA Notes.md

@@ -0,0 +1,44 @@
+
+## P.A.R.A
+P.rojects
+A.reas
+R.esources
+A.rchive
+
+## Definitions
+- Projects  => Every current projects (see def. below) that are actionable with their notes, files, artifacts
+- Areas => Zone of responsibility with standard to uphold over long periods, parent, animals, management, coding, house
+- Resources => Zone of interest for various topics that don’t require standard/responsibility, game, phone, productivity, self development, technology
+- Archive => Where things from all the other category become unused, finished, change of responsibility etc
+
+A project is something with a goal and a deadline that requires more than 1 step to complete
+A project packet is an intermediate step before the completion that is itself a “thing” made and that could be reused or serves as a snapshot of progress
+
+## Workflow
+### Projects flow
+Project -> Areas -> Resources -> Archive
+
+Project -> AreasA project turned into something more after finishing it. Eg. new responsibility over the thing made, new job opportunity etc
+Project -> ResourcesA part of the project packet or the thing made could be reused in other ways later. Eg. PowerPoint layout, book resume, study notes etc
+Project -> ArchiveOnce the project is finished, areas and resources information or packet have been moved what’s left goes into archive for conservation and possible reuse later
+
+### Areas flow
+Project <- Areas -> Resources -> Archive
+
+Areas -> Project
+Areas -> Resources
+Areas -> Archive
+
+### Resources flow
+Project <- Areas <- Resources -> Archive
+
+Resources -> Project
+Resources -> Areas
+Resources -> Archive
+
+### Archive flow
+Project <- Areas <- Resources <- Archive
+
+Archive -> Project
+Archive -> Areas
+Archive -> Resources

300-resources/Personal Knowledge Management/Personal Knowledge Management.md

@@ -0,0 +1,5 @@
+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Personal Knowledge Management"
+sort file.name
+```

300-resources/Personal Knowledge Management/Why I Keep a Research Blog by Gregory Gundersen.md

@@ -0,0 +1,53 @@
+http://gregorygundersen.com/blog/2020/01/12/why-research-blog/
+
+Before I started taking writing seriously, I had a loose grasp of many mathematical and technical concepts; and I was not sure how to tackle open-ended problem
+
+I learned very early the difference between knowing the name of something and knowing something.
+
+When I write a blog post, I imagine my supervisor, a respected
+colleague, or a future employer reading my explanation. These imagined readers force me to ask myself honestly if I understand what I am writing.
+
+The end result is that writing forces me to acknowledge and then work through my confusion.
+
+Summarizing a paper in your own words restructures the content to focus on learning rather than novelty.
+
+A side effect of having written detailed technical notes is that I
+calibrate my confidence on a topic. If I now understand something, I am sure of it and can explain myself clearly. If I don't understand something, I have a sense of why it is difficult to understand or what prerequisite knowledge I am missing.
+
+For me, writing things down is the best way I have found to ensure that I actually do the work.
+
+Blogging has taught me how to read a paper because explaining something is a more active form of understanding
+
+This process mimics the act of presenting and is great practice for it.
+
+However, with proficiency came creativity. Programming became less important than what I was building and why. When I started my PhD, I hypothesized that the same rules would apply: I wouldn't be able to think creatively about machine learning until I built up the requisite knowledge base. In programming, you can practice by writing programs; but how can you practice research? For me, writing detailed, expository technical notes is the equivalent of the programmer's side project: it forces me to intentionally and systematically build my knowledge base by understanding ideas, working through proofs, and implementing models.
+
+My understanding and confidence in the material changed profoundly. I became intellectually committed in a way that was impossible without first understanding the problem
+
+Under pressure, my mind, like a cart on a well-worn path, finds the same old ruts. Once again, writing breaks this cycle because it requires more active participation.
+
+Hard problems are intimidating; and I often do not know where to start and am worried that I will waste my time. Writing blog posts about the larger context of a problem is my way of flanking it, of head faking myself about what I am actually doing. This lowers the psychological stakes because, rather than directly attacking the problem, I am producing something that I know will be valuable either way.
+
+These posts, written in the spring and summer, allowed me to start thinking about and preparing for the problem indirectly.
+
+However, writing is my other way of mitigating risk. If my current
+project were to fail, the directed and intentional process of
+systematically attacking the background material will have prepared me well for the next problem.
+
+If you don't see that what you are working on is almost obvious, then you are not ready to work on that yet.
+
+I find this quote comforting because it suggests that good ideas---at least for one famous mathematician---do not come into the mind ex niliho. Rather, good ideas come from so deeply understanding a problem that the solution seems obvious.
+
+In my own experience, writing has gotten me closer than anything else to having original research thoughts that feel obvious.
+
+By understanding problems deeply, you increase the probability that you can work on an important, attackable problem.
+
+I think of writing-as-learning as database indexing. In a database, an index is a data structure that efficiently keeps track of where rows in a table are located. To insert into a database via an index is slower than simply adding the row to the bottom of the table because the database must do some bookkeeping. However, querying a database is extremely efficient. A layperson's example is organizing your books alphabetically.
+
+Importantly, I had forgotten if the relationship were true, but it felt correct, and I knew exactly where to look to confirm my guess.
+
+Maybe one thing I appreciate more now is that the state of human knowledge is full of holes. When you're young you have the impression that almost everything is known, but now I have this feeling that almost everything is unknown about mathematics. There are these very thin channels that people have gone along, like ants following each other along a trail. You find these long thin trails of things, and most things are undeveloped. I have more of a sense of the openness of it.
+
+In short, mathematics only exists in a living community of
+mathematicians that spreads understanding and breaths life into ideas both old and new. The real satisfaction from mathematics is in learning from others and sharing with others. All of us have clear understanding of a few things and murky concepts of many more. There is no way to run out of ideas in need of clarification. The question of who is the first person to ever set foot on some square meter of land is really secondary. Revolutionary change does matter, but revolutions are few,
+and they are not self-sustaining --- they depend very heavily on the community of mathematicians.

300-resources/Personal Knowledge Management/arc42/arc42-template-EN.md

@@ -0,0 +1,989 @@
+# 
+
+**About arc42**
+
+arc42, the template for documentation of software and system
+architecture.
+
+Template Version 8.2 EN. (based upon AsciiDoc version), January 2023
+
+Created, maintained and © by Dr. Peter Hruschka, Dr. Gernot Starke and
+contributors. See <https://arc42.org>.
+
+::: note
+This version of the template contains some help and explanations. It is
+used for familiarization with arc42 and the understanding of the
+concepts. For documentation of your own system you use better the
+*plain* version.
+:::
+
+# Introduction and Goals {#section-introduction-and-goals}
+
+Describes the relevant requirements and the driving forces that software
+architects and development team must consider. These include
+
+-   underlying business goals,
+
+-   essential features,
+
+-   essential functional requirements,
+
+-   quality goals for the architecture and
+
+-   relevant stakeholders and their expectations
+
+## Requirements Overview {#_requirements_overview}
+
+::: formalpara-title
+**Contents**
+:::
+
+Short description of the functional requirements, driving forces,
+extract (or abstract) of requirements. Link to (hopefully existing)
+requirements documents (with version number and information where to
+find it).
+
+::: formalpara-title
+**Motivation**
+:::
+
+From the point of view of the end users a system is created or modified
+to improve support of a business activity and/or improve the quality.
+
+::: formalpara-title
+**Form**
+:::
+
+Short textual description, probably in tabular use-case format. If
+requirements documents exist this overview should refer to these
+documents.
+
+Keep these excerpts as short as possible. Balance readability of this
+document with potential redundancy w.r.t to requirements documents.
+
+See [Introduction and Goals](https://docs.arc42.org/section-1/) in the
+arc42 documentation.
+
+## Quality Goals {#_quality_goals}
+
+::: formalpara-title
+**Contents**
+:::
+
+The top three (max five) quality goals for the architecture whose
+fulfillment is of highest importance to the major stakeholders. We
+really mean quality goals for the architecture. Don't confuse them with
+project goals. They are not necessarily identical.
+
+Consider this overview of potential topics (based upon the ISO 25010
+standard):
+
+![Categories of Quality
+Requirements](images/01_2_iso-25010-topics-EN.drawio.png)
+
+::: formalpara-title
+**Motivation**
+:::
+
+You should know the quality goals of your most important stakeholders,
+since they will influence fundamental architectural decisions. Make sure
+to be very concrete about these qualities, avoid buzzwords. If you as an
+architect do not know how the quality of your work will be judged...
+
+::: formalpara-title
+**Form**
+:::
+
+A table with quality goals and concrete scenarios, ordered by priorities
+
+## Stakeholders {#_stakeholders}
+
+::: formalpara-title
+**Contents**
+:::
+
+Explicit overview of stakeholders of the system, i.e. all person, roles
+or organizations that
+
+-   should know the architecture
+
+-   have to be convinced of the architecture
+
+-   have to work with the architecture or with code
+
+-   need the documentation of the architecture for their work
+
+-   have to come up with decisions about the system or its development
+
+::: formalpara-title
+**Motivation**
+:::
+
+You should know all parties involved in development of the system or
+affected by the system. Otherwise, you may get nasty surprises later in
+the development process. These stakeholders determine the extent and the
+level of detail of your work and its results.
+
+::: formalpara-title
+**Form**
+:::
+
+Table with role names, person names, and their expectations with respect
+to the architecture and its documentation.
+
++-------------+---------------------------+---------------------------+
+| Role/Name   | Contact                   | Expectations              |
++=============+===========================+===========================+
+| *\<Role-1>* | *\<Contact-1>*            | *\<Expectation-1>*        |
++-------------+---------------------------+---------------------------+
+| *\<Role-2>* | *\<Contact-2>*            | *\<Expectation-2>*        |
++-------------+---------------------------+---------------------------+
+
+# Architecture Constraints {#section-architecture-constraints}
+
+::: formalpara-title
+**Contents**
+:::
+
+Any requirement that constraints software architects in their freedom of
+design and implementation decisions or decision about the development
+process. These constraints sometimes go beyond individual systems and
+are valid for whole organizations and companies.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Architects should know exactly where they are free in their design
+decisions and where they must adhere to constraints. Constraints must
+always be dealt with; they may be negotiable, though.
+
+::: formalpara-title
+**Form**
+:::
+
+Simple tables of constraints with explanations. If needed you can
+subdivide them into technical constraints, organizational and political
+constraints and conventions (e.g. programming or versioning guidelines,
+documentation or naming conventions)
+
+See [Architecture Constraints](https://docs.arc42.org/section-2/) in the
+arc42 documentation.
+
+# System Scope and Context {#section-system-scope-and-context}
+
+::: formalpara-title
+**Contents**
+:::
+
+System scope and context - as the name suggests - delimits your system
+(i.e. your scope) from all its communication partners (neighboring
+systems and users, i.e. the context of your system). It thereby
+specifies the external interfaces.
+
+If necessary, differentiate the business context (domain specific inputs
+and outputs) from the technical context (channels, protocols, hardware).
+
+::: formalpara-title
+**Motivation**
+:::
+
+The domain interfaces and technical interfaces to communication partners
+are among your system's most critical aspects. Make sure that you
+completely understand them.
+
+::: formalpara-title
+**Form**
+:::
+
+Various options:
+
+-   Context diagrams
+
+-   Lists of communication partners and their interfaces.
+
+See [Context and Scope](https://docs.arc42.org/section-3/) in the arc42
+documentation.
+
+## Business Context {#_business_context}
+
+::: formalpara-title
+**Contents**
+:::
+
+Specification of **all** communication partners (users, IT-systems, ...)
+with explanations of domain specific inputs and outputs or interfaces.
+Optionally you can add domain specific formats or communication
+protocols.
+
+::: formalpara-title
+**Motivation**
+:::
+
+All stakeholders should understand which data are exchanged with the
+environment of the system.
+
+::: formalpara-title
+**Form**
+:::
+
+All kinds of diagrams that show the system as a black box and specify
+the domain interfaces to communication partners.
+
+Alternatively (or additionally) you can use a table. The title of the
+table is the name of your system, the three columns contain the name of
+the communication partner, the inputs, and the outputs.
+
+**\<Diagram or Table>**
+
+**\<optionally: Explanation of external domain interfaces>**
+
+## Technical Context {#_technical_context}
+
+::: formalpara-title
+**Contents**
+:::
+
+Technical interfaces (channels and transmission media) linking your
+system to its environment. In addition a mapping of domain specific
+input/output to the channels, i.e. an explanation which I/O uses which
+channel.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Many stakeholders make architectural decision based on the technical
+interfaces between the system and its context. Especially infrastructure
+or hardware designers decide these technical interfaces.
+
+::: formalpara-title
+**Form**
+:::
+
+E.g. UML deployment diagram describing channels to neighboring systems,
+together with a mapping table showing the relationships between channels
+and input/output.
+
+**\<Diagram or Table>**
+
+**\<optionally: Explanation of technical interfaces>**
+
+**\<Mapping Input/Output to Channels>**
+
+# Solution Strategy {#section-solution-strategy}
+
+::: formalpara-title
+**Contents**
+:::
+
+A short summary and explanation of the fundamental decisions and
+solution strategies, that shape system architecture. It includes
+
+-   technology decisions
+
+-   decisions about the top-level decomposition of the system, e.g.
+    usage of an architectural pattern or design pattern
+
+-   decisions on how to achieve key quality goals
+
+-   relevant organizational decisions, e.g. selecting a development
+    process or delegating certain tasks to third parties.
+
+::: formalpara-title
+**Motivation**
+:::
+
+These decisions form the cornerstones for your architecture. They are
+the foundation for many other detailed decisions or implementation
+rules.
+
+::: formalpara-title
+**Form**
+:::
+
+Keep the explanations of such key decisions short.
+
+Motivate what was decided and why it was decided that way, based upon
+problem statement, quality goals and key constraints. Refer to details
+in the following sections.
+
+See [Solution Strategy](https://docs.arc42.org/section-4/) in the arc42
+documentation.
+
+# Building Block View {#section-building-block-view}
+
+::: formalpara-title
+**Content**
+:::
+
+The building block view shows the static decomposition of the system
+into building blocks (modules, components, subsystems, classes,
+interfaces, packages, libraries, frameworks, layers, partitions, tiers,
+functions, macros, operations, data structures, ...) as well as their
+dependencies (relationships, associations, ...)
+
+This view is mandatory for every architecture documentation. In analogy
+to a house this is the *floor plan*.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Maintain an overview of your source code by making its structure
+understandable through abstraction.
+
+This allows you to communicate with your stakeholder on an abstract
+level without disclosing implementation details.
+
+::: formalpara-title
+**Form**
+:::
+
+The building block view is a hierarchical collection of black boxes and
+white boxes (see figure below) and their descriptions.
+
+![Hierarchy of building blocks](images/05_building_blocks-EN.png)
+
+**Level 1** is the white box description of the overall system together
+with black box descriptions of all contained building blocks.
+
+**Level 2** zooms into some building blocks of level 1. Thus it contains
+the white box description of selected building blocks of level 1,
+together with black box descriptions of their internal building blocks.
+
+**Level 3** zooms into selected building blocks of level 2, and so on.
+
+See [Building Block View](https://docs.arc42.org/section-5/) in the
+arc42 documentation.
+
+## Whitebox Overall System {#_whitebox_overall_system}
+
+Here you describe the decomposition of the overall system using the
+following white box template. It contains
+
+-   an overview diagram
+
+-   a motivation for the decomposition
+
+-   black box descriptions of the contained building blocks. For these
+    we offer you alternatives:
+
+    -   use *one* table for a short and pragmatic overview of all
+        contained building blocks and their interfaces
+
+    -   use a list of black box descriptions of the building blocks
+        according to the black box template (see below). Depending on
+        your choice of tool this list could be sub-chapters (in text
+        files), sub-pages (in a Wiki) or nested elements (in a modeling
+        tool).
+
+-   (optional:) important interfaces, that are not explained in the
+    black box templates of a building block, but are very important for
+    understanding the white box. Since there are so many ways to specify
+    interfaces why do not provide a specific template for them. In the
+    worst case you have to specify and describe syntax, semantics,
+    protocols, error handling, restrictions, versions, qualities,
+    necessary compatibilities and many things more. In the best case you
+    will get away with examples or simple signatures.
+
+***\<Overview Diagram>***
+
+Motivation
+
+:   *\<text explanation>*
+
+Contained Building Blocks
+
+:   *\<Description of contained building block (black boxes)>*
+
+Important Interfaces
+
+:   *\<Description of important interfaces>*
+
+Insert your explanations of black boxes from level 1:
+
+If you use tabular form you will only describe your black boxes with
+name and responsibility according to the following schema:
+
++-----------------------+-----------------------------------------------+
+| **Name**              | **Responsibility**                            |
++=======================+===============================================+
+| *\<black box 1>*      |  *\<Text>*                                    |
++-----------------------+-----------------------------------------------+
+| *\<black box 2>*      |  *\<Text>*                                    |
++-----------------------+-----------------------------------------------+
+
+If you use a list of black box descriptions then you fill in a separate
+black box template for every important building block . Its headline is
+the name of the black box.
+
+### \<Name black box 1> {#__name_black_box_1}
+
+Here you describe \<black box 1> according the the following black box
+template:
+
+-   Purpose/Responsibility
+
+-   Interface(s), when they are not extracted as separate paragraphs.
+    This interfaces may include qualities and performance
+    characteristics.
+
+-   (Optional) Quality-/Performance characteristics of the black box,
+    e.g.availability, run time behavior, ....
+
+-   (Optional) directory/file location
+
+-   (Optional) Fulfilled requirements (if you need traceability to
+    requirements).
+
+-   (Optional) Open issues/problems/risks
+
+*\<Purpose/Responsibility>*
+
+*\<Interface(s)>*
+
+*\<(Optional) Quality/Performance Characteristics>*
+
+*\<(Optional) Directory/File Location>*
+
+*\<(Optional) Fulfilled Requirements>*
+
+*\<(optional) Open Issues/Problems/Risks>*
+
+### \<Name black box 2> {#__name_black_box_2}
+
+*\<black box template>*
+
+### \<Name black box n> {#__name_black_box_n}
+
+*\<black box template>*
+
+### \<Name interface 1> {#__name_interface_1}
+
+...
+
+### \<Name interface m> {#__name_interface_m}
+
+## Level 2 {#_level_2}
+
+Here you can specify the inner structure of (some) building blocks from
+level 1 as white boxes.
+
+You have to decide which building blocks of your system are important
+enough to justify such a detailed description. Please prefer relevance
+over completeness. Specify important, surprising, risky, complex or
+volatile building blocks. Leave out normal, simple, boring or
+standardized parts of your system
+
+### White Box *\<building block 1>* {#_white_box_emphasis_building_block_1_emphasis}
+
+...describes the internal structure of *building block 1*.
+
+*\<white box template>*
+
+### White Box *\<building block 2>* {#_white_box_emphasis_building_block_2_emphasis}
+
+*\<white box template>*
+
+...
+
+### White Box *\<building block m>* {#_white_box_emphasis_building_block_m_emphasis}
+
+*\<white box template>*
+
+## Level 3 {#_level_3}
+
+Here you can specify the inner structure of (some) building blocks from
+level 2 as white boxes.
+
+When you need more detailed levels of your architecture please copy this
+part of arc42 for additional levels.
+
+### White Box \<\_building block x.1\_\> {#_white_box_building_block_x_1}
+
+Specifies the internal structure of *building block x.1*.
+
+*\<white box template>*
+
+### White Box \<\_building block x.2\_\> {#_white_box_building_block_x_2}
+
+*\<white box template>*
+
+### White Box \<\_building block y.1\_\> {#_white_box_building_block_y_1}
+
+*\<white box template>*
+
+# Runtime View {#section-runtime-view}
+
+::: formalpara-title
+**Contents**
+:::
+
+The runtime view describes concrete behavior and interactions of the
+system's building blocks in form of scenarios from the following areas:
+
+-   important use cases or features: how do building blocks execute
+    them?
+
+-   interactions at critical external interfaces: how do building blocks
+    cooperate with users and neighboring systems?
+
+-   operation and administration: launch, start-up, stop
+
+-   error and exception scenarios
+
+Remark: The main criterion for the choice of possible scenarios
+(sequences, workflows) is their **architectural relevance**. It is
+**not** important to describe a large number of scenarios. You should
+rather document a representative selection.
+
+::: formalpara-title
+**Motivation**
+:::
+
+You should understand how (instances of) building blocks of your system
+perform their job and communicate at runtime. You will mainly capture
+scenarios in your documentation to communicate your architecture to
+stakeholders that are less willing or able to read and understand the
+static models (building block view, deployment view).
+
+::: formalpara-title
+**Form**
+:::
+
+There are many notations for describing scenarios, e.g.
+
+-   numbered list of steps (in natural language)
+
+-   activity diagrams or flow charts
+
+-   sequence diagrams
+
+-   BPMN or EPCs (event process chains)
+
+-   state machines
+
+-   ...
+
+See [Runtime View](https://docs.arc42.org/section-6/) in the arc42
+documentation.
+
+## \<Runtime Scenario 1> {#__runtime_scenario_1}
+
+-   *\<insert runtime diagram or textual description of the scenario>*
+
+-   *\<insert description of the notable aspects of the interactions
+    between the building block instances depicted in this diagram.\>*
+
+## \<Runtime Scenario 2> {#__runtime_scenario_2}
+
+## ... {#_}
+
+## \<Runtime Scenario n> {#__runtime_scenario_n}
+
+# Deployment View {#section-deployment-view}
+
+::: formalpara-title
+**Content**
+:::
+
+The deployment view describes:
+
+1.  technical infrastructure used to execute your system, with
+    infrastructure elements like geographical locations, environments,
+    computers, processors, channels and net topologies as well as other
+    infrastructure elements and
+
+2.  mapping of (software) building blocks to that infrastructure
+    elements.
+
+Often systems are executed in different environments, e.g. development
+environment, test environment, production environment. In such cases you
+should document all relevant environments.
+
+Especially document a deployment view if your software is executed as
+distributed system with more than one computer, processor, server or
+container or when you design and construct your own hardware processors
+and chips.
+
+From a software perspective it is sufficient to capture only those
+elements of an infrastructure that are needed to show a deployment of
+your building blocks. Hardware architects can go beyond that and
+describe an infrastructure to any level of detail they need to capture.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Software does not run without hardware. This underlying infrastructure
+can and will influence a system and/or some cross-cutting concepts.
+Therefore, there is a need to know the infrastructure.
+
+Maybe a highest level deployment diagram is already contained in section
+3.2. as technical context with your own infrastructure as ONE black box.
+In this section one can zoom into this black box using additional
+deployment diagrams:
+
+-   UML offers deployment diagrams to express that view. Use it,
+    probably with nested diagrams, when your infrastructure is more
+    complex.
+
+-   When your (hardware) stakeholders prefer other kinds of diagrams
+    rather than a deployment diagram, let them use any kind that is able
+    to show nodes and channels of the infrastructure.
+
+See [Deployment View](https://docs.arc42.org/section-7/) in the arc42
+documentation.
+
+## Infrastructure Level 1 {#_infrastructure_level_1}
+
+Describe (usually in a combination of diagrams, tables, and text):
+
+-   distribution of a system to multiple locations, environments,
+    computers, processors, .., as well as physical connections between
+    them
+
+-   important justifications or motivations for this deployment
+    structure
+
+-   quality and/or performance features of this infrastructure
+
+-   mapping of software artifacts to elements of this infrastructure
+
+For multiple environments or alternative deployments please copy and
+adapt this section of arc42 for all relevant environments.
+
+***\<Overview Diagram>***
+
+Motivation
+
+:   *\<explanation in text form>*
+
+Quality and/or Performance Features
+
+:   *\<explanation in text form>*
+
+Mapping of Building Blocks to Infrastructure
+
+:   *\<description of the mapping>*
+
+## Infrastructure Level 2 {#_infrastructure_level_2}
+
+Here you can include the internal structure of (some) infrastructure
+elements from level 1.
+
+Please copy the structure from level 1 for each selected element.
+
+### *\<Infrastructure Element 1>* {#__emphasis_infrastructure_element_1_emphasis}
+
+*\<diagram + explanation>*
+
+### *\<Infrastructure Element 2>* {#__emphasis_infrastructure_element_2_emphasis}
+
+*\<diagram + explanation>*
+
+...
+
+### *\<Infrastructure Element n>* {#__emphasis_infrastructure_element_n_emphasis}
+
+*\<diagram + explanation>*
+
+# Cross-cutting Concepts {#section-concepts}
+
+::: formalpara-title
+**Content**
+:::
+
+This section describes overall, principal regulations and solution ideas
+that are relevant in multiple parts (= cross-cutting) of your system.
+Such concepts are often related to multiple building blocks. They can
+include many different topics, such as
+
+-   models, especially domain models
+
+-   architecture or design patterns
+
+-   rules for using specific technology
+
+-   principal, often technical decisions of an overarching (=
+    cross-cutting) nature
+
+-   implementation rules
+
+::: formalpara-title
+**Motivation**
+:::
+
+Concepts form the basis for *conceptual integrity* (consistency,
+homogeneity) of the architecture. Thus, they are an important
+contribution to achieve inner qualities of your system.
+
+Some of these concepts cannot be assigned to individual building blocks,
+e.g. security or safety.
+
+::: formalpara-title
+**Form**
+:::
+
+The form can be varied:
+
+-   concept papers with any kind of structure
+
+-   cross-cutting model excerpts or scenarios using notations of the
+    architecture views
+
+-   sample implementations, especially for technical concepts
+
+-   reference to typical usage of standard frameworks (e.g. using
+    Hibernate for object/relational mapping)
+
+::: formalpara-title
+**Structure**
+:::
+
+A potential (but not mandatory) structure for this section could be:
+
+-   Domain concepts
+
+-   User Experience concepts (UX)
+
+-   Safety and security concepts
+
+-   Architecture and design patterns
+
+-   \"Under-the-hood\"
+
+-   development concepts
+
+-   operational concepts
+
+Note: it might be difficult to assign individual concepts to one
+specific topic on this list.
+
+![Possible topics for crosscutting
+concepts](images/08-Crosscutting-Concepts-Structure-EN.png)
+
+See [Concepts](https://docs.arc42.org/section-8/) in the arc42
+documentation.
+
+## *\<Concept 1>* {#__emphasis_concept_1_emphasis}
+
+*\<explanation>*
+
+## *\<Concept 2>* {#__emphasis_concept_2_emphasis}
+
+*\<explanation>*
+
+...
+
+## *\<Concept n>* {#__emphasis_concept_n_emphasis}
+
+*\<explanation>*
+
+# Architecture Decisions {#section-design-decisions}
+
+::: formalpara-title
+**Contents**
+:::
+
+Important, expensive, large scale or risky architecture decisions
+including rationales. With \"decisions\" we mean selecting one
+alternative based on given criteria.
+
+Please use your judgement to decide whether an architectural decision
+should be documented here in this central section or whether you better
+document it locally (e.g. within the white box template of one building
+block).
+
+Avoid redundancy. Refer to section 4, where you already captured the
+most important decisions of your architecture.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Stakeholders of your system should be able to comprehend and retrace
+your decisions.
+
+::: formalpara-title
+**Form**
+:::
+
+Various options:
+
+-   ADR ([Documenting Architecture
+    Decisions](https://cognitect.com/blog/2011/11/15/documenting-architecture-decisions))
+    for every important decision
+
+-   List or table, ordered by importance and consequences or:
+
+-   more detailed in form of separate sections per decision
+
+See [Architecture Decisions](https://docs.arc42.org/section-9/) in the
+arc42 documentation. There you will find links and examples about ADR.
+
+# Quality Requirements {#section-quality-scenarios}
+
+::: formalpara-title
+**Content**
+:::
+
+This section contains all quality requirements as quality tree with
+scenarios. The most important ones have already been described in
+section 1.2. (quality goals)
+
+Here you can also capture quality requirements with lesser priority,
+which will not create high risks when they are not fully achieved.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Since quality requirements will have a lot of influence on architectural
+decisions you should know for every stakeholder what is really important
+to them, concrete and measurable.
+
+See [Quality Requirements](https://docs.arc42.org/section-10/) in the
+arc42 documentation.
+
+## Quality Tree {#_quality_tree}
+
+::: formalpara-title
+**Content**
+:::
+
+The quality tree (as defined in ATAM -- Architecture Tradeoff Analysis
+Method) with quality/evaluation scenarios as leafs.
+
+::: formalpara-title
+**Motivation**
+:::
+
+The tree structure with priorities provides an overview for a sometimes
+large number of quality requirements.
+
+::: formalpara-title
+**Form**
+:::
+
+The quality tree is a high-level overview of the quality goals and
+requirements:
+
+-   tree-like refinement of the term \"quality\". Use \"quality\" or
+    \"usefulness\" as a root
+
+-   a mind map with quality categories as main branches
+
+In any case the tree should include links to the scenarios of the
+following section.
+
+## Quality Scenarios {#_quality_scenarios}
+
+::: formalpara-title
+**Contents**
+:::
+
+Concretization of (sometimes vague or implicit) quality requirements
+using (quality) scenarios.
+
+These scenarios describe what should happen when a stimulus arrives at
+the system.
+
+For architects, two kinds of scenarios are important:
+
+-   Usage scenarios (also called application scenarios or use case
+    scenarios) describe the system's runtime reaction to a certain
+    stimulus. This also includes scenarios that describe the system's
+    efficiency or performance. Example: The system reacts to a user's
+    request within one second.
+
+-   Change scenarios describe a modification of the system or of its
+    immediate environment. Example: Additional functionality is
+    implemented or requirements for a quality attribute change.
+
+::: formalpara-title
+**Motivation**
+:::
+
+Scenarios make quality requirements concrete and allow to more easily
+measure or decide whether they are fulfilled.
+
+Especially when you want to assess your architecture using methods like
+ATAM you need to describe your quality goals (from section 1.2) more
+precisely down to a level of scenarios that can be discussed and
+evaluated.
+
+::: formalpara-title
+**Form**
+:::
+
+Tabular or free form text.
+
+# Risks and Technical Debts {#section-technical-risks}
+
+::: formalpara-title
+**Contents**
+:::
+
+A list of identified technical risks or technical debts, ordered by
+priority
+
+::: formalpara-title
+**Motivation**
+:::
+
+"Risk management is project management for grown-ups" (Tim Lister,
+Atlantic Systems Guild.)
+
+This should be your motto for systematic detection and evaluation of
+risks and technical debts in the architecture, which will be needed by
+management stakeholders (e.g. project managers, product owners) as part
+of the overall risk analysis and measurement planning.
+
+::: formalpara-title
+**Form**
+:::
+
+List of risks and/or technical debts, probably including suggested
+measures to minimize, mitigate or avoid risks or reduce technical debts.
+
+See [Risks and Technical Debt](https://docs.arc42.org/section-11/) in
+the arc42 documentation.
+
+# Glossary {#section-glossary}
+
+::: formalpara-title
+**Contents**
+:::
+
+The most important domain and technical terms that your stakeholders use
+when discussing the system.
+
+You can also see the glossary as source for translations if you work in
+multi-language teams.
+
+::: formalpara-title
+**Motivation**
+:::
+
+You should clearly define your terms, so that all stakeholders
+
+-   have an identical understanding of these terms
+
+-   do not use synonyms and homonyms
+
+A table with columns \<Term> and \<Definition>.
+
+Potentially more columns in case you need translations.
+
+See [Glossary](https://docs.arc42.org/section-12/) in the arc42
+documentation.
+
++-----------------------+-----------------------------------------------+
+| Term                  | Definition                                    |
++=======================+===============================================+
+| *\<Term-1>*           | *\<definition-1>*                             |
++-----------------------+-----------------------------------------------+
+| *\<Term-2>*           | *\<definition-2>*                             |
++-----------------------+-----------------------------------------------+

300-resources/Productivity/Busy is a choice productive is a skill.md

@@ -0,0 +1,5 @@
+https://seths.blog/2019/11/busy-is-a-choice-productive-is-a-skill/
+
+Productivity, on the other hand, has little to do with busy. 
+Productivity requires bringing soft skills (real skills) to the table in service of the generous work you seek to do. 
+Productivity is learned. And productivity takes guts.

300-resources/Productivity/Craftsmanship – The Alternative to the Four Hour Work Week Mindset.md

@@ -0,0 +1,16 @@
+http://dantawfik.com/craftsmanship-the-alternative-to-the-four-hour-work-week-mindset-1
+
+What is missed in all of this is the mindset of craftsmanship; that one’s expertise and deliberate focus on one’s craft is actually the primary driver for success and not some crapshoot of a series of hacks.
+
+What happens on the periphery — whether it be the towel slapping we see on Twitter from tech celebrities or headline gossip out of TechCrunch — is not actually meaningful as a foundation of a business or a profession. Neither are the number of coffee meetings you have scheduled or the amount of networking meetings you attend. These things are tertiary at best, and at worst, just plain old distractions.
+
+To be successful over the course of a career requires the application and accumulation of expertise. This assumes that for any given undertaking you either provide expertise or you are just a bystander. It’s the experts that are the drivers—an expertise that is gained from a curiosity, and a mindset of treating one’s craft very seriously.
+
+You have to take an interest in these domains because there is no one else to fill these roles in your early stage company
+
+You’re not simply working on the idea in front of you, you’re building the knowledge to succeed at your next projects as well.
+
+Startup graveyards are full of visionaries without expertise or the proper skills to execute, for no other reason than ideas are not self executing, but are rather made into being by intense engagement by skilled operators.
+
+If you are to optimize for anything, optimize for the long term. Use the challenges of your business today to build mastery in your craft. There is no guarantee that any one venture will succeed, but that mastery will bend luck in your favor over the long course of your career.
+

300-resources/Productivity/How to Be a Productive Powerhouse Using Time Blocking.md

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+Tags: [[Article]] [[Productivity]] - [[Scheduling]] [[Time Blocking]]
+Author: [[Charlie Gilkey]] 
+From: https://www.productiveflourishing.com/time-blocking/ 
+
+## Highlights:
+
+Rather than thinking about time in an open, unstructured way, I approach time blocking by figuring out a coherent daily structure with four different kinds of blocks based upon the type of activity done in those blocks.
+
+Focus blocks are 90–120 minute blocks of time where you’re especially creative, inspired, and able to do high-level work that requires focus. Admin blocks are 30–60 minute lower-energy blocks of time where you’re not in the zone to do the work that requires heavy lifting, but there are still other types of work you can do effectively. Social blocks are 90–120 minute blocks of time where you’re primed and energetically in the right space to meet with other people. Recovery blocks are variable-length blocks of time that you use for exercise, meditation, and self-care.
+
+most people have a hard time creating and using more than three per day because of distractions, interruptions, daily routines, and a lack of intention
+
+Focus blocks fuel your highest-value deep work. No focus blocks, no finished deep work. It’s really that simple
+
+rather than thinking in terms of hours required to get something done, you can just count the focus blocks you have available. Anything over ten hours starts to become hard for us to deal with because it gets amorphous and hard to visualize, but five blocks is easier to understand because we can think about the chunks of the projects we can do in that amount of time.
+
+it’s the same amount of energy in a different configuration, but the configuration makes all the difference
+
+You may also need to use focus blocks for projects and work that look like admin but actually require a good bit of strategizing, thinking, problem-solving, or wordsmithing to get right
+
+Pushing too many focus blocks leads to creative burnout. It’s quite common for people to have a four- or five-block day, only to drag for the next few days and wonder what’s wrong.
+
+Consistent progress is better than fits and starts.
+
+The number of focus blocks you have available is the limiting factor to how quickly and steadily you’ll be able to make progress on your high-value creative projects
+
+anything that supports the deep work but isn’t the deep work itself
+
+Admin blocks give you time to reflect upon your work, and they create space and context for things to gel. Knowing that there will be admin blocks allows you to stress less about all the admin work that does need to be attended to. There’s a time and a space for everything. Well-positioned admin blocks make it easier to catch the frogs because that task is confined to smaller periods of the day.
+
+Focus blocks are focused on creating something, whereas social blocks are focused on connecting with someone.
+
+Productivity is about more than getting stuff done — it’s about using your resources in ways that bring about the most value in your life.
+
+I usually will speak of social blocks as social/service blocks to remind people that real-time service hours are social blocks.
+
+
+they make for great bookends to other blocks because most of us honor commitments to other people more than we honor commitments to ourselves
+
+Focus, admin, and social blocks are energy output blocks,
+
+we actually need to be more intentional about them than about any of the other blocks precisely because we’re over-focused on output.
+
+What’s more important than the type of activity is what the activity does for you. A major upshot to acknowledging and using recovery blocks is that it allows you to find dead zones in your day that can be repurposed for recovery
+
+As a general rule, plan on a recovery block for every two focus or social blocks.
+
+recovery blocks can also be a good follow-on to a focus block since focus blocks are often the most taxing of the blocks.
+
+Don’t go longer than two Focus and/or Social blocks back to back without a Recovery block. You need to recharge, and the work and the people you’re meeting with will benefit more. Put your Focus blocks where you have the best creative energy. If you’ve filled out the Productivity Heatmap, red and orange times are where your Focus Blocks should go. Put your Social blocks where you’re most fit for human consumption. Note that you can be red/orange in the morning for solo work but not for meeting with folks. Avoid putting an Admin Block first thing in the morning, but if you must, be intentional about processing it, looking only for items that are relevant for the day. Recovery Blocks are the wildcard — I highly suggest a morning routine that includes some combination of movement, eating, meditation/prayer, and planning/intention-setting. Night owls still benefit by starting with self-care. As best you can, be consistent with the times you’re putting your blocks in. For instance, if your best creative time is from 9 a.m.–12 p.m., try to have two creative blocks per morning every workday. If you’re most fit for human consumption in the afternoon, try to schedule your meetings for the afternoon. This will help you get into good grooves, improve your habit-building, and give you some powerful defaults that limit decision-fatigue. Chores and commutes are closest to Admin blocks, so you can give them time as such. That said, feel free to create Commute or Chores blocks if that makes the most sense for you.
+
+In general, people struggle the most with finding/creating Focus blocks, with the real root cause being that it’s harder to claim time for ourselves than to give it to others.

300-resources/Productivity/Productivity.md

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+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Productivity"
+sort file.name
+```

300-resources/Productivity/The language of SMART goals 5 ways to fix your bad goal-setting habits.md

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+https://blog.rescuetime.com/smart-goals-examples/
+
+
+SMART goals framework dictates that your goals should be: 
+- ==Specific: You know exactly what needs to get done. There’s no ambiguity or vagueness in how and when your goal will happen==
+- ==Measurable: You have a meaningful and motivating way to track progress and measure your results. You’ll know if you’ve hit your goal 80%, 100% or missed the mark entirely.==
+- ==Achievable: You’re not shooting for the moon (unless you think you can realistically hit i==
+- ==Relevant: You’re working towards something that is worthwhile, timely, and deeply connected to your own skills and long-term goals. You’ll be motivated to work towards this goal.==
+- ==Time-bound: There are clear start and end dates you’re working towards. (It’s important to note that SMART goals are most useful for more short-term goals—one month to one year).==
+
+On the surface, SMART goals are great at ensuring you don’t fall into bad goal-setting red flags. For example:  Hastily choosing a number or metric to go after without thinking it through. For example, saying you want to increase sales by 40% without having a reason why that’s the metric and goal to go after. Glossing over how other teams will be involved. For example, saying that you’ll build a new feature without involving your product team. Missing a crucial step along the way. For example, agreeing on a clear first step and final result but not knowing how you’re going to get from A to B.
+
+1. Replace “should” with “will” In her book The Crossroads of Should and Must, artist Elle Luna describes the word should as a non-commitment. “Should” is a non-starter for your goals. Instead, be specific and use action words like “will”.  For example, “By the end of the week, I should will finish and send the final website design to my client.” 
+
+2. Change “soon” to a specific timeline Despite time-bound being a large part of the SMART goal system, many people are afraid to commit to an actual specific date. But your goals lose power if they don’t have an end date.  For example, “I will send 10 cold emails to prospective clients soon by 4pm on Wednesday.”
+
+3. Switch “need to” to “want to” Saying you “need” to do something frames your goal in a negative way. Instead, saying you “want” to do it is a much more positive way to stay motivated. (This is mostly when talking about personal goals. In the workplace, there are many situations where you “need” to do something).  For example, “I need to want to wake up at 6:30 am each morning so that I can go to the gym before work.” 
+
+4. Replace “quit” with “stop” While your goal might be to change a behavior, saying you want to “quit” has all sorts of negative connotations that can get in your way. No one wants to feel like a quitter (even if they want to quit something). Instead, say you’ll “stop” doing it.  For example, “For the next 3 weeks, I will quit stop eating lunch at my desk and take a proper break.”
+
+5. Change “Never” to a specific action Few things turn us off from doing a task like feeling overwhelmed and pressured. When you say you’ll “never” do something again, you’re putting an inordinate amount of pressure on yourself and will be more likely to give up or procrastinate.  Instead, set in place a replacement action for the thing you want to “never” do again.  For example, “I will never be late add a 15-minute buffer in between my meeting slots each day so I won’t be late for the Monday morning stand up meeting again.”
+
+1. Spending more time on meaningful work
+
+SMART goal: “Every day this week, I will work on our new marketing site redesign from 8:30 – 10:30 am without interruption.”  Why this works: Not only does this goal set a clear timeline and expectations, it does so in a positive way that is realistic and easy to stay motivated towards. Each day, you know what you’re doing, when you’re going to do it, and why it matters.
+
+SMART goal: “I will schedule 2 hours on Thursday afternoon to personally email 10 people I’m already connected with on LinkedIn and ask them if they have 15 minutes to talk about their career path and how I should move forward.”  Why this works: This SMART goal answers all of the key questions—what you’re going to do, when, the process you’re going to use, and what you expect out of it. Additionally, it does so in a positive and motivating way, turning a big, audacious goal into something manageable.
+
+SMART goal: “Every Monday, Wednesday, and Friday from 6:30–8:30 pm, I will work towards the Responsive Web Design certificate course on freeCodeCamp.”  Why this works: This SMART goal leaves nothing unclear. You know the skill you want to learn, how you’re going to learn it, and when and where that will happen.
+
+SMART goal: “I will set a RescueTime Alert to notify me when I’ve spent more than 20 minutes on work tasks outside of the workday to help build a habit of leaving work at work.”  Why this works: Clarity is key. This SMART goal includes the specific process you’re going to take as well as the reasoning behind why you picked this goal in the first place.

300-resources/Travel/Travel.md

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+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Travel"
+sort file.name
+```

300-resources/Writing/Create suspense.md

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+How do you create suspense? I'm asked that question often, and it seems that every writers' symposium has a class with that title. It's an important technical issue, and not just for so-called suspense novels. Every novel needs a narrative engine, a reason for people to keep reading to the end, whatever the subject, style, genre or approach. But it's a bad question. Its very form misleads writers and pushes them onto an unhelpful and overcomplicated track.
+
+Because "How do you create suspense?" has the same interrogatory shape as "How do you bake a cake?" And we all know --- in theory or practice --- how to bake a cake. We need ingredients, and we infer that the better quality those ingredients are, the better quality the cake will be. We know that we have to mix and stir those ingredients, and we're led to believe that the more thoroughly and conscientiously we combine them, the better the cake will taste. We know we have to cook the cake in an oven, and we figure that the more exact the temperature and timing, the better the cake will look.
+
+So writers are taught to focus on ingredients and their combination. They're told they should create attractive, sympathetic characters, so that readers will care about them deeply, and then to plunge those characters into situations of continuing peril, the descent into which is the mixing and stirring, and the duration and horrors of which are the timing and temperature.
+
+But it's really much simpler than that. "How do you bake a cake?" has the wrong structure. It's too indirect. The right structure and the right question is: "How do you make your family hungry?"
+
+And the answer is: You make them wait four hours for dinner.
+
+As novelists, we should ask or imply a question at the beginning of the story, and then we should delay the answer. (Which is what I did here, and you're still reading, right?)

300-resources/Writing/James clear on writing.md

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+A few tips on how to be a better writer:
+- write about what fascinates you
+- make one point per sentence
+- use stories to make your point
+- cut extra words like “really” and “very”
+- read the whole thing out loud
+- post publicly (you’ll try harder when you know others will read it)
+
+And finally, be more thoughtful about what you consume. The quality of ideas you put in determines the quality of ideas you put out.

300-resources/Writing/Opinion How Not to Be Alone by Jonathan Safran Foer.md

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+Tags: [[Article]] [[Writing]] - [[Writing Swipe]] [[Writing intro]]
+Author: [[Jonathan Safran]] 
+From: https://www.nytimes.com/2013/06/09/opinion/sunday/how-not-to-be-alone.html
+
+## Highlights:
+
+Mainly the intro as a swipe file: 
+
+A COUPLE of weeks ago, I saw a stranger crying in public. I was in Brooklyn's Fort Greene neighborhood, waiting to meet a friend for breakfast. I arrived at the restaurant a few minutes early and was sitting on the bench outside, scrolling through my contact list. A girl, maybe 15 years old, was sitting on the bench opposite me, crying into her phone. I heard her say, "I know, I know, I know" over and over.
+
+What did she know? Had she done something wrong? Was she being comforted? And then she said, "Mama, I know," and the tears came harder.
+
+What was her mother telling her? Never to stay out all night again? That everybody fails? Is it possible that no one was on the other end of the call, and that the girl was merely rehearsing a difficult conversation?
+
+"Mama, I know," she said, and hung up, placing her phone on her lap.
+
+I was faced with a choice: I could interject myself into her life, or I could respect the boundaries between us. Intervening might make her feel worse, or be inappropriate. But then, it might ease her pain, or be helpful in some straightforward logistical way. An affluent neighborhood at the beginning of the day is not the same as a dangerous one as night is falling. And I was me, and not someone else. There was a lot of human computing to be done.
+
+It is harder to intervene than not to, but it is vastly harder to choose to do either than to retreat into the scrolling names of one's contact list, or whatever one's favorite distraction happens to be.

300-resources/Writing/Writing.md

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+### Notes
+```dataview
+table file.ctime as Date from "3. Resouces/Writing"
+sort file.name
+```