Besides getting better at drifting this year, the other thing I wanted to do was to rent a sports car to broaden my driving horizons.
This last weekend was perfect for this. My GT86’s clutch died after a dynamic session and I was stuck at home. So on Thursday, I opened a local rental car app and booked a 2019 Porsche Boxster GTS. To my pleasant surprise, the car was free and I had it booked from Friday noon to Sunday.
Oh my, was I looking forward to the first track day of the season. I made some changes to the car setup in the spring, more specifically, added the Gruppe-S UEL headers (should’ve done it sooner), and camber bolts for setting negative camber on the front wheels. I also bought a tire set specifically for track days. Unfortunately, not everything went as I hoped.
It’s been a long break because of COVID-19 but June was then full of automotive fun, from twisties to drifting. After a few sessions, I started to get a nice rhytm and can almost connect the whole track in one direction.
When the season started I was hoping I’ll be able to get in a few more sessions than last year. But as luck would have it, I’ve missed two over the summer, and this one was the first one after early August. Car track days are definitely secondary for the organizers, as it seems they had almost daily track days for motorbikes over the summer. Which is really a shame since car track days are always full, even when they give us a weird time. As it happened this time – Thursday later afternoon, from 17 to 20.
Unfortunately, the weather was not on our side for this session. We’ve had some dry minutes, but also pouring rain which meant that the track was wet the whole time.
The new tires I fitted for this season, the Cup 2, definitely do not feel at home on the wet. I’ve had to catch the car at least three times and had no chance of keeping up with FWD Type-R Civics which are usually clocking around the same time.
Grobnik is a racetrack located two hours away from me, near Rijeka, Croatia. I’ve started going to track days regularly last year when they renovated the track with new asphalt. It was also in the first year when I owned a car worth driving to the racetrack. 🙂
Without a doubt one of the best books on management. A must-read if you’re in technology, even if you don’t come from a technical background (like I don’t). The tl;dr doesn’t do it justice, it’s a guidebook that should be regularly revisited. Highly recommended.
Have 1-on-1 meetings. Trust your team. Mentor new hires. Create a safe environment for disagreement. Managers need to make your life easier. Don’t compromise on culture fit, especially with managers. Senior leaders are dedicated first and foremost to the business and its success, and secondly to the success of their departments as a whole. Disagreements that happen in the context of the leadership team don’t exist to the wider team.
This is a legendary startup book that somehow evaded me for a long time. I was still aware of the general ideas, however, reading it sooner would probably help me avoid a basic mistake we made in one of our latests projects. I love the concept of Validated Learning and are already working on implementing it into our processes.
Run experiments to learn if something is working. Build-Measure-Learn feedback loop. Build the MVP (either a product or a single feature), Measure the effect on customers, Learn if it’s value-creating or wasteful. Use cohort analysis for measurements. Always work in small batches.
A great book on Google’s completely different style of management. Unfortunately, I’ve heard and read enough about Google of late that I know this doesn’t apply anymore. That said, if we take author’s word for it, there was a time where these things were working well and there are lessons we can learn from it.
Take power and authority over employees away from managers. Decisions by peer groups, committees, or teams. Every human being wants to find meaning in his or her work. Transparency is one of the cornerstones of Google’s culture. Restricting information should be a conscious effort, and you’d better have a good reason for doing so.
“Culture eats strategy for breakfast.”
Voice means giving employees a real say in how the company is run. Two things that should be completely separate: performance evaluation and people development.