Different books have different styles and cater to persons with different needs and, sometimes, the same person has different needs at different times.

For example: we were taught in university using Soviet books, which are to the point and are unbothered with a reader who does not have the prerequisites or who's rusty. It's "Here's the thing. If you can't understand the thing, it means you have to read another book to understand the thing you need to understand before you could understand the thing in this book. We do not address the other thing in this book. We address this thing. Come back when you understand the other thing. Or don't. We don't care".

They can, and do, lose readers. I remember pointing classmates who had trouble catching up in class to courses from MIT or books edited in the U.S because they had physics books with a whole bunch of chapters of maths refreshers! Even they preferred bracing and go hell-for-leather or just sought tutoring by other students. These are great if you're new and want a gentle introduction and don't already have maths books or don't know exactly which books to dust off to refresh a particular concept, but if it's not your first grapple with something and if you want to get to the point, it tests the reader's patience.

>For me personally statistics is intuitive if illustrated properly.

It could appeal to some and not to others. You never know. It helps if you have a passion for this.

Take CS50 course/show for example. For someone who has never written a line of code? I bet it would be a great introduction while being entertained, encouraged, hyped, etc. But for someone who already knows how to code in a bunch of languages? They simply can't sit through the woo-woo stagecraft. Although it could be entertainment (that 3Blue1Brown channel on YouTube comes to mind).

Different strokes for different folks.

The posts that are more relevant to you (you are welcome to contact me afterwards in case you want to talk about things):

If I disappear, what will happen:

- https://news.ycombinator.com/item?id=25008223

Communication, alignment:

- https://news.ycombinator.com/item?id=24177646

Useful things for the team and product that add leverage:

- https://news.ycombinator.com/item?id=21808439

Communication with the team (link, and subsequent clarification):

- https://news.ycombinator.com/item?id=21598632

- https://news.ycombinator.com/item?id=21614372

Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:

- https://news.ycombinator.com/item?id=26123017

Product development:

- https://news.ycombinator.com/item?id=22827841

Management involvement as a spectrum:

- https://news.ycombinator.com/item?id=22715971

Giving a damn:

- https://news.ycombinator.com/item?id=20356222

Researching topics:

- https://news.ycombinator.com/item?id=25922120

Keeping up with a firehose of information:

- https://news.ycombinator.com/item?id=26147502

Tips to learn from videos:

- https://news.ycombinator.com/item?id=22710623

- https://news.ycombinator.com/item?id=22723586

Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:

- https://news.ycombinator.com/item?id=26179539

Less relevant to you, included nonetheless...

Understanding codebases:

- https://news.ycombinator.com/item?id=19924100

Testing pipelines, scaffolding, issue templates:

- https://news.ycombinator.com/item?id=26591067

Making the most out of meetings and leveraging your presence:

- https://news.ycombinator.com/item?id=22873103

Consulting, understanding the problem your "client", who can be your manager, has:

- https://news.ycombinator.com/item?id=24972611

Product, architecture, and impact on the team:

- https://news.ycombinator.com/item?id=24503365

Onboarding new hires to a codebase, what if it were you, improve code:

- https://news.ycombinator.com/item?id=22860716

Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:

- https://news.ycombinator.com/item?id=21427886

On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:

- https://news.ycombinator.com/item?id=24209518

More meeting notes. Reply to a person who had trouble talking in corporate meetings:

- https://news.ycombinator.com/item?id=20323660

If I disappear, what will happen:

- https://news.ycombinator.com/item?id=25008223

Communication, alignment:

- https://news.ycombinator.com/item?id=24177646

Useful things for the team and product that add leverage:

- https://news.ycombinator.com/item?id=21808439

Communication with the team (link, and subsequent clarification):

- https://news.ycombinator.com/item?id=21598632

- https://news.ycombinator.com/item?id=21614372

Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:

- https://news.ycombinator.com/item?id=26123017

Product development:

- https://news.ycombinator.com/item?id=22827841

Management involvement as a spectrum:

- https://news.ycombinator.com/item?id=22715971

Giving a damn:

- https://news.ycombinator.com/item?id=20356222

Researching topics:

- https://news.ycombinator.com/item?id=25922120

Keeping up with a firehose of information:

- https://news.ycombinator.com/item?id=26147502

Tips to learn from videos:

- https://news.ycombinator.com/item?id=22710623

- https://news.ycombinator.com/item?id=22723586

Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:

- https://news.ycombinator.com/item?id=26179539

Less relevant to you, included nonetheless...

Understanding codebases:

- https://news.ycombinator.com/item?id=19924100

Testing pipelines, scaffolding, issue templates:

- https://news.ycombinator.com/item?id=26591067

Making the most out of meetings and leveraging your presence:

- https://news.ycombinator.com/item?id=22873103

Consulting, understanding the problem your "client", who can be your manager, has:

- https://news.ycombinator.com/item?id=24972611

Product, architecture, and impact on the team:

- https://news.ycombinator.com/item?id=24503365

Onboarding new hires to a codebase, what if it were you, improve code:

- https://news.ycombinator.com/item?id=22860716

Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:

- https://news.ycombinator.com/item?id=21427886

On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:

- https://news.ycombinator.com/item?id=24209518

More meeting notes. Reply to a person who had trouble talking in corporate meetings:

- https://news.ycombinator.com/item?id=20323660

Comments URL: https://news.ycombinator.com/item?id=46793877

Points: 1

# Comments: 0

Comments URL: https://news.ycombinator.com/item?id=46790531

Points: 3

# Comments: 0

Comments URL: https://news.ycombinator.com/item?id=46481953

Points: 17

# Comments: 0

>If anyone is interested, I'm happy to break down the acquisition process, what I changed, and what actually moved the needle.

Please do. Step by step.

Comments URL: https://news.ycombinator.com/item?id=45679467

Points: 1

# Comments: 0

>Say, i want to build tcp client for check connection and can deploy anywhere without install any dependency

Why? What are you trying to accomplish? Where do these constraints come from? Where does the no dependency constraint come from? Where does deploying anywhere come from? Where does checking the connection come from? What is the real problem you are trying to solve?

These questions are to avoid the XY problem, to avoid the trap of solutionism, and to get to the "Job to Be Done".

Someone once asked me how to solder a thick copper wire to a thin steel plate. When I asked him why, I listened in disbelief as he answered that the fuse blew out and that he was going to get a thicker wire and solder it so it doesn't blow out. His solution comes from an incorrect diagnosis of the problem at hand, and he asked me about the solution framed as problem, not the true, root, problem.

To answer your question: it depends.

Comments URL: https://news.ycombinator.com/item?id=45155037

Points: 2

# Comments: 0

Yes.

Your very first full-time job now is to get a job in the field. Take a look at MIT's "Missing Semester". It'll expose you to a panoply of tools that will get you "semi-operational". This will not make you "stand out", but it is much better when new hires are already familiar with common tools of the trade.

Be humble, courteous, curious, helpful, reliable, diligent, patient, grateful, industrious and you'll progress fast.

When you get the job, here are a few pointers that will help you ramp up fast:

Understanding codebases:

- https://news.ycombinator.com/item?id=19924100

Testing pipelines, scaffolding, issue templates:

- https://news.ycombinator.com/item?id=26591067

Making the most out of meetings and leveraging your presence:

- https://news.ycombinator.com/item?id=22873103

Product development:

- https://news.ycombinator.com/item?id=22827841

Giving a damn:

- https://news.ycombinator.com/item?id=20356222

If I disappear, what will happen:

- https://news.ycombinator.com/item?id=25008223

Consulting, understanding the problem your "client", who can be your manager, has:

- https://news.ycombinator.com/item?id=24972611

On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:

- https://news.ycombinator.com/item?id=24209518

Product, architecture, and impact on the team:

- https://news.ycombinator.com/item?id=24503365

Onboarding new hires to a codebase, what if it were you, improve code:

- https://news.ycombinator.com/item?id=22860716

Tips to learn from videos:

- https://news.ycombinator.com/item?id=22710623

- https://news.ycombinator.com/item?id=22723586

Communication with the team:

- https://news.ycombinator.com/item?id=21598632

- https://news.ycombinator.com/item?id=21614372

Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:

- https://news.ycombinator.com/item?id=21427886

More meeting notes. Reply to a person who had trouble talking in corporate meetings:

- https://news.ycombinator.com/item?id=20323660

Communication, alignment:

- https://news.ycombinator.com/item?id=24177646

Useful things for the team and product that add leverage:

- https://news.ycombinator.com/item?id=21808439

Management involvement as a spectrum:

- https://news.ycombinator.com/item?id=22715971

Researching topics:

- https://news.ycombinator.com/item?id=25922120

Keeping up with a firehose of information:

- https://news.ycombinator.com/item?id=26147502

Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:

- https://news.ycombinator.com/item?id=26123017

Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:

-https://news.ycombinator.com/item?id=26179539

Write better. Always.

This is a modus operandi of some people built on finding "idealistic", "optimistic", "naïve", "gullible" people, especially technical people, of which there is no shortage in founders, to consume. These characteristics being almost a requirement for the job doesn't help.

An unbalanced equity distribution, waxing poetic about ethics, honesty, and morals... something more urgent always coming up when the equity issue is raised, etc...

Contract theory upstream.

Your work is useful when the people genuinely want to make it work but are just having trouble communicating.

You're experienced and you seem to already have identified what you don't like. Software is practically everywhere, and it doesn't engineer itself. The aspects you talk about relate to noise that has become intolerable and there are many sectors, especially when the stakes are real, that eschew this "nonsense".

Have you considered working at places that don't "identify" as "tech companies/software companies" but where software is very present? Industry/Manufacturing, construction, automotive, aerospace, energy, logistics/supply chain, etc... In other words, places where software is a leverage to something. This may help "root" what you do in the "real world".

All these need software and they need actual, tangible, results.

Buy my AI/LLM RAG Agentic bot to handle pull-requests and follow-ups based on HN conversations.

I hang out in /ask and /asknew for my part.

PS: Hey, Paul... When are you going to close my 2021 issue[0], you already merged the pull request[1] :D

Come on, man!

[0]: https://github.com/paulhoule/gastrodon/issues/10

[1]: https://github.com/paulhoule/gastrodon/pull/11

1. Why $5k?

2. Find a market and customers you can reach who have a problem they are aware of, have spent money to solve, but are still unsatisfied.

>Remember, most niche are already saturated. Community building and social posting does not yield to immediate revenue.

Questionable premise.

>What would you do?

Same as always: find customers in a worthwhile, growing, market with a problem they're aware of and still dissatisfied with existing solutions.

  Cannot read properties of null (reading 'ce')