Working Memory is about all the things that are on your mind at any given moment.

It’s like the RAM on your computer. It’s how your mind juggles and makes sense of the various things that you care about as you go about your day.

It’s something we kind of take for granted.

To help ourselves manage our working memory, many of us reflexively rely on some kind of notepad. As we work on things, we jot things down. Jotting things down is one form of “resolving”, at least temporarily, something our mind has been hanging on to. This lightens our mental load, letting us devote our attention more fully to what’s in front of us. The act of writing can also help clarify what may have previously been hazy.

This way of jotting things down willy nilly can feel messy, even improper - like we’re somehow doing notes wrong. But this is your working memory! If what you’re jotting down is too neat and tidy, you’re probably keeping it in your head too long. Your threshold for what is acceptable to write down is probably too high.

This is the key difference between your working memory and your knowledge base. A knowledge base is for the nuggets of knowledge that you want to record for posterity. Like the hard drive on your computer. For the knowledge base serve its purpose successfully, it makes sense to put a little extra thought into how things are written and organized. Plus, a knowledge base is often thought of as a showcase for others. It’s where formal insights are published.

We often think of notes as serving the purpose of a knowledge base. But working memory needs an outlet of its own - usually via notes of the quick, messy variety.

When we have a lot going on - a lot on our minds - it’s especially essential that we have a working memory solution to help us out. And while we need to be able to seamlessly capture thoughts without thinking twice, it can also help to compartmentalize things - so that we’re able to effectively shift gears and have the most relevant content at our fingertips when the time comes.

A tool for working memory should be fast and ergonomic, optimized for instant capture, but also for compartmentalization and retrieval. It should let you work in a way that fits your mental model. It shouldn’t burden you with extra cognitive overhead that only undermines its primary purpose. It provides a space to clear your mind, stash things for later, and clarify your next steps. It serves only to help you find greater focus and peace of mind in your day-to-day.

Working Memory

Theo Marin

How work gets done.

Feedback is the whine of a microphone. The survey you decline when you’re trying to buy a pair of pants. Or the terse email that has your stomach in knots over lunch before you meet with your manager to find out what went wrong or what you missed.

Feedback has gotten a bad rap. Synonymous with something we ignore or endure. But by seeing feedback as potential conflict, we’re missing out on meaningful opportunities to shift our focus and improve productivity.

, you’re going to engage in “deliberate practice” (even if you didn’t know that name, yet). And as productivity expert Cal Newport, author of 

Deep Work: Rules for Focused Success in a Distracted World

, explains, there are two parts to deliberate practice:

Intense focus on a specific skill you want to master.

Corrective feedback that keeps you on track and productive.

Knowing how to receive feedback is as important as 

. Your natural (and understandable) response to date may have been to avoid feedback; but if you’re not getting feedback you can’t become an expert in your field.

Read on for the four steps you can take to receive feedback better and learn how you can use feedback to hone your craft through deliberate practice.


We all want to understand how someone becomes an expert. Malcolm Gladwell has made a career out of it. And for the past 50 years, the field of performance psychology has been trying to unlock the secret to mastering the skills of a craft. In 1993, psychology professor K. Anders Ericsson gave this pursuit a name: 

The core idea driving deliberate practice is that it is not enough to simply practice a skill if you’re seeking mastery. This is not the rote act of repeatedly swinging a golf club or regurgitating answers from a textbook. As explained in 

, intention is a critical part of deliberate practice:

“Deliberate practice means practicing with a clear awareness of the specific components of a skill we’re aiming to improve and exactly how to improve them.”

, is the first part of deliberate practice. Identify what you want to improve. Keep it at the top of mind as you try to solve a problem.

The second part of deliberate practice is repeatedly getting feedback. Insight so you know when you’re hitting the mark and when you need to cut your losses. Feedback tells you the moment to pivot or the moment to lean in harder.


Rethinking the process around feedback starts long before you’re sitting down in a meeting. You have to embrace what psychologist Carol Dwek refers to as a “growth mindset,” wherein criticism or feedback is an opportunity to gain more input. You’re identifying the skills you want to improve through deliberate practice.

“This growth mindset is based on the belief that your basic qualities are things you can cultivate through your efforts,” says Dwek, the author of 

By viewing criticism through the lens of potential improvement, you can be open and curious about what you might discover. And when a manager offers you feedback, you’ll come to see that it’s because they want to help you improve. Feedback becomes a mile marker on your growth journey.

An important part to note here is that you’re not shutting down your emotions to receive feedback. In fact, you’ll only be successful if you’re deeply involved and care about your own growth. This is about being more aware of how you’re feeling in the moment. So when you feel defensive, you can pause and reset to hear feedback that will ultimately help you grow.

Boxer Mike Tyson once said “everyone has a plan until they get punched in the mouth.” And your attempts to be open to feedback will be tested in the moments that you’re receiving – what may feel like – harsh criticism. There’s a way to soften the impact of that first blow: remember, this is about your work and “your work” is a work in progress.

, writer Scott Young (a frequent Newport collaborator) reminds people that critiques are not personal.

“If you process it as a message about your ego rather than your skills, it’s easy to let a punch become a knockout,” says Young.

The fastest way to hone new skills, according to Young, is to seek out immediate feedback. Nobody wants to be a punching bag; but getting input regularly is part of leveling up. It’s how you delve into areas of improvement with deliberate practice.

“It’s better to get in and take the punches early so they don’t put you out for the count,” adds Young.

While you’re pulling yourself up from the canvas, bear in mind that listening doesn’t have to be passive. Lara Hogan, author of 

, notes that questions are a critical part of breaking down assumptions and avoiding judgments in what could be a tense conversation.

“Feedback conversations should really be a two-way dialogue, not a one-way series of requests,” 

Asking questions not only provides you clarity, it also gives you the agency to subtly manage up and ensure your priorities are aligning with the needs of an engineering manager or team.

3. Acknowledge and address the moments when you feel defensive.

It’s difficult to not see feedback sessions as combative. Case in point, the number of times we’ve already talked about taking punches in this post. That’s why it’s important you not only be open to feedback; but you also acknowledge what you’ve heard.

Here are three steps to keep you centered while you’re processing feedback: Take a breath, avoid pointing fingers, and repeat back what you heard in your own words.

 When you’re in the midst of trying to unwind a problem, it’s easy to feel defensive if someone starts to point out the places where something isn’t working. Author Sarah Drasner suggests that instead of shutting down, you let out a breath.

“Breathing slowly and with purpose, and sitting properly in your chair can push back on your fight-or-flight response,” writes Drasner in 

Engineering Management for The Rest of Us

Deflate your own tension and give your brain some time to process what you’re hearing. Slowing down gives you an opportunity to organize your thoughts and explore why you might be feeling defensive or what else you might need to know to move forward.

 That fight response? Sometimes it shows up as “switchtracking,” a concept explored in the book 

by Douglas Stone and Sheila Heen. With switchtracking, you respond to feedback by pointing out a place where the person offered you feedback fell down in some way.

 I may not have done X; but you didn’t do Y…

While there may be times you need to address the work of a teammate, particularly on large projects, Drasner points out this is a separate conversation for another time. Don’t shift the focus away from the feedback you’re receiving as you risk losing the chance for insight that could speed up your discovery of a solution. You’re also stifling curiosity and potentially turning a feedback session into a combative situation.


- Repeat back what you’ve heard in your own words. 

Here, you can sound out an idea and maybe unlock something valuable in the discussion. This also demonstrates to your manager that you understand the feedback and will find a way to incorporate it going forward.

4. Build an action plan that incorporates given feedback.

Feedback is only transformative if it results in action. Write down the feedback you’re given and make it a point to identify action items based on what you’ve been told.

Follow up on the initial conversation and communicate how you’re going to do things differently. Make sure to keep revisiting these action items in subsequent meetings or updates to show your manager the impact of given feedback. This highlights the areas where you might need additional feedback to keep you pointed in the right direction.

If you’re a manager, this is also the moment when you can ask for feedback. By being vulnerable, you’re showing the opinions of your team matter and that receiving feedback is a necessary component of success.

“[Asking for feedback] cultivates a culture in which growth and learning are valued and seen as natural parts of work,” says Drasner.

Ultimately, that’s the goal with feedback. To normalize it. To celebrate it. To acknowledge that even if feedback is at times difficult to hear, it’s a big part of doing the work.

By preparing yourself and others to receive, acknowledge, and act on feedback, you’re going to improve your skills at a faster rate. Feedback will help you identify inefficiencies, avoid rabbit holes that eat up valuable time, and build the foundation for a stronger relationship with your team. Make feedback a part of your process to build a new habit of deliberate practice and discover your potential to master new challenges.

How to receive feedback better

Level up your skills faster with deliberate practice

You’re drowning at work. Irritated at small requests. Collapsing under the weight of big projects. In short – no CAPTCHA needed for this one – you’re human.

Feeling burnout? You’re not alone. The Deloitte Global 2022 Gen Z and Millennial Survey 

 that nearly 1 in 2 Millennial workers are feeling burned out at work and 1 in 4 “would like to leave their jobs within two years.”

So, what do you do when you’re feeling overwhelmed? Your instinct might be to work harder to simply outlast what’s in your way. But all you’re doing is running out of runway faster and operating at a diminished capacity because of all the resources you’re putting toward solving problems inefficiently.

 sustained response to feeling overwhelmed. Establish clear priorities and boundaries to simplify your schedule and communicate your needs to teammates. Free up additional capacity by offloading ideas in writing and offloading tasks to your team. And, on occasion, let yourself reset with a pause at work.

Read on for our 5 strategies to help avoid feeling overwhelmed at work.


Let’s talk about what it means to be overwhelmed.

It’s difficult to look directly at stress. But stress is not the Eye of Sauron. And you don’t have to live in the shadow of Mount Doom.

Work avalanches come in two stages: discomfort and overwhelm.


-Discomfort doesn’t have to be a negative. 

The feeling of being out of your depth isn’t always a sign that something needs to change. When you take on additional responsibilities, author Tanya Reilly suggests it’s normal to feel uncertainty at work.

“That feeling of discomfort is called learning,” says Reilly, who wrote 

The Staff Engineer’s Path: A Guide For Individual Contributors Navigating Growth and Change

And, good news, Reilly points out “that managing the discomfort is a skill you can learn.” We’ll show you how to effectively structure your work and manage boundaries below to keep discomfort from evolving into overwhelm.

-You’re overwhelmed when you can’t work effectively. 

When discomfort rises to a level that it’s impacting your work performance, that’s when you need to find ways to manage your workload.

Emotional overwhelm prevents you from absorbing knowledge and affects your ability to be present for your team. If you can’t get into a 

 or your to-do checklist never seems to shorten, it’s time to start proactively managing your stress.

1. Define your priorities to help guide your schedule

Let’s acknowledge that you probably do have too many things to do. Those responsibilities come with a cost as you’re constantly weighing what needs to be done, exhausted by a series of small dilemmas that eat your calendar like a Pac-Man game set on free play.


You’re suffering from decision fatigue and, as Sarah Drasner, author of 

, notes, “you can make poor choices when you’re not able to make a clear decision.”

How do you reduce the number of decisions that you have to make? Step back and decide what tasks, meetings, and projects align with your values because as Drasner notes, “what we work on is an expression of our values.” Create a 

 to evaluate your current obligations and future goals. Seek out feedback from project managers and developers to tweak or confirm what you’re doing.


As you key in what matters to you and your team, it becomes easier to weigh and reshape meetings or processes to become more efficient. An added bonus is that a small to-do list appears more manageable and gives you the small dopamine hits of crossing off items when they’re completed.

, cautions you to not get stuck on your schedule and instead acknowledge that you’re reshaping your choices.

“Time management is really a misnomer, the challenge is not to manage time, but manage ourselves,” says Covey.

2. Set boundaries for yourself and your team

While you’re building the space to do meaningful work, you have to build in boundaries to protect that space. And that requires a paradigm shift about your own availability.

It can feel like you’re pushing people away when you 

, sees it as another way to express your priorities or values.

“Consider that when people take a while to respond, it sends the signal that they’re busy and prioritizing,” 

 Boyes. “And may lead to other people respecting their time to a greater extent.”


 and encouraging them to protect their own productivity. While you should always acknowledge a request, you don’t have to raise the newest request to the top of the pile. Instead, assess what’s in front of you or bring a collection of potential requests to your manager and talk through them to discover what aligns with the team’s priorities.

Solid boundaries help prevent distractions and improve your communication with other team members; but the key to corralling your own mind is to build a practice of taking notes.

, the part of your brain that wants to keep surfacing and working through unfinished problems. We’ve written in the past about The Zeigarnik Effect, wherein psychologist Bluma Zeigarnik wondered why waiters in a Vienna restaurant could correctly remember an entire table’s order without writing a single thing down.

Zeigarnik discovered through studies – conducted after dinner – that the waiters’ thoughts were an unbroken circuit. They remembered complicated tasks because their brain kept holding the idea that a customer ordered a rare steak until the steak was at the table.

Your work often has a longer timeline than your dinner reservation. As a result, you’ve got to break the circuit and unburden your mind by writing down your tasks. Because the cost of holding all of that information (often called attention residue) compromises your ability to take on new tasks and process new information.

Writing things down frees up your working memory to focus on a code review or be present in a meeting. Reilly encourages you to create an anchor, building a 

 to track your task list, as well as capture key ideas from meetings.

4. Accept that you don’t have all the answers

As you start to organize and document what you’re doing, that’s also the right time to acknowledge that you don’t have to do everything by yourself.

When you have too many tasks, your instinct is to work harder and push through the challenge. There are three main reasons that’s the case: you don’t acknowledge the work of meetings, it’s how you moved forward in the past, and you underestimate how willing others are to help.

 Running meetings and managing people is what Drasner calls the “hard, human work.” It’s not easy to quantify what you’ve accomplished in a meeting, so you may unconsciously discount the time you spend facilitating a discussion. Start giving yourself credit for the “hard, human work” and celebrate the progress that comes as a result of your entire team’s efforts.

. In the earlier days of your career, your ability and success as an individual contributor was dependent on you producing code. And you were, rightly, rewarded with a promotion to engineering lead. Will Larson, the CTO of Calm and author of 

, recognizes that it's easy for developers to fall into a trap of inefficient solutions.

“Under pressure, most people retreat to their area of highest perceived historical impact, even if it isn’t very relevant to today’s problems,” 

You have to recognize that you’ve moved from a place where your success was dependent on you producing things to a position where other people now produce things with your input.

 Just as you might forget to acknowledge your own progress, you’re likely underestimating how likely it is that there is someone who can help you on your team.

Vanessa Bohns, a professor of organizational behavior at Cornell University and author of 

 how people respond to requests and found something fascinating: we regularly think someone is going to say no and we’re likely very wrong.

It turns out that we underestimate the likelihood of someone doing what we ask by 48 percent. Bohns believes we tend to forget how awkward it is for somebody to refuse a request. So, the next time you think everyone else is too busy to help, consider the idea that instead you’re assuming they can’t help instead of simply asking and finding out what’s possible.

You can’t always strategize your way through feeling overwhelmed. Sometimes you have to change what you’re doing. There’s a difference between when you’re stretching as you learn and when you’re close to redlining and blowing an engine.

Rebecca Zucker, an executive coach and founding partner at 

, contends that trying to push through your workload comes with a substantial cost and wrecks your productivity.

“The cognitive impact of feeling perpetually overwhelmed can range from mental slowness, forgetfulness, confusion, difficulty concentrating or thinking logically, to a racing mind or an impaired ability to problem solve,” 

 Zucker. “Cognitive fatigue can also happen, making us more prone to distractions and our thinking less agile.”


Sarah Drasner encourages you to track your energy throughout the day and make a plan based on your “personal energy cycle.” By discovering when you have low energy during the day, you can work to align your schedule with your own internal cycle.

Breaks are critical. It’s not only a way to release tension, the physical act of getting up and outside has other clear tangible benefits.

 in The Journal of Environmental Psychology found that a 30-minute walk in an urban park “reduced negative mood and elicited more awe.” A literal change of scenery breaks the swell of overwhelm and allows your mind and emotional state to reset.


 or fixed in stone. As you work toward building a better system to manage your schedule and establish boundaries, understand that work will continue to stress the schedule you’re creating. Remember to continually adapt to what you need. Don’t wait until you’re burned out.

5 ways to ease overwhelm at work

Jonathan Bender

How to set priorities, boundaries and increase your capacity 

5 ways to ease overwhelm at work 

Remember back to that moment when the most important thing in the world to you felt like the least important thing to your boss.


Their schedule was too full. Their attention pulled in too many directions. And you were left on pause wondering when you could get some direction so you could move forward.


Your past frustrations with managers and your current questions about how to better structure 1-on-1 meetings stem from the same root problem according to Steven G. Rogelberg, author of 

The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance

During his research into how we approach 1-on-1 meetings, Rogelberg 

 that “few organizations provide strong guidance or training for managers about when and how to meet individually.”

Your past managers probably never had someone sit down and talk to them about how to get the most out of 1-on-1 meetings. And it’s likely the same holds true for you.

That potential for frustration and anxiety is why you must be thoughtful and direct about your 1-on-1 meetings with the members of your team. It’s why you must protect that time and build in space to strengthen your relationships. And it’s why you must consider the potential cost to yourself when critiquing someone else’s work.

It’s easy to overlook the value of 1-on-1 meetings because you may have had plenty that weren’t worth your time. So, let’s make them worth everyone’s time.


Here are four ways to rethink your approach to 1-on-1 meetings.

As a manager, you have the responsibility to support new relationships and manage your team’s expectations. In order to effectively use that power, you need to demonstrate to your teammates that you will prioritize 1-on-1 meetings.

“Managers who don’t invest in such conversations – who view them as a burden, hold them too infrequently, or manage them poorly – leave their team members disconnected, both functionally and emotionally,” says Rogelberg.

Start with the obvious. Let people know that you’ve been in 1-on-1 sessions that devolved into what Will Larson, the CTO of Calm and author of 

, calls “status updates sessions.” And then show them how your sessions can be different.

In surveys, Rogerberg found that a 30-minute session, once a week, had the “highest levels of engagement.” You’ll find the right cadence with your team. A standing appointment (where you’re always on time) signifies to your team and organization that you value the time you’re spending with a given team member.

You never want to stifle creativity; but you do have to channel it for some team members. Make it clear that 1-on-1 meetings are a dedicated time to share ideas. This provides a defined space for feedback, which some people may prefer to give or receive in private. It also helps you avoid burnout by making it clear how you want to communicate 

 when. You don’t have to be on call all the time via Slack or email.

Ben Mackie, an engineering manager with Atlassian, 

 that taking notes “helps you remember the discussion, forms the basis for next steps, and signals that you’re committed to the growth of both the team member and the team.” Give yourself time before each session to 

, so you can give someone your full attention during a 1-on-1 meeting. Then, jot down a few action items after your talk.

While communication builds your process and sets expectations for 1-on-1 meetings, it’s trust that adds a deeper level of meaning to your weekly sessions.


, only 1 in 3 employees “strongly agreed” that there was someone at work “that encouraged their development,” and that they “had opportunities at work to learn and grow” in the past year. A majority of your team is likely waiting for you to show that you’re invested in them.

Build trust with your team by showing up consistently, providing glimpses into how decisions are made, and showing them that you see the effort that goes into their work.


Show up prepared. Outline what you want to discuss to honor the time of the person on the other side of the call or desk. When your team member knows you’re going to show up, it removes some of the stress of lingering questions. Your reports also know that they’ll have your attention regularly and an opportunity to get the answers they need to do their work. Your advance outlining has another key benefit, it sets an expectation that they need to come prepared, as well.

Provide insight into the decision-making process

. By explaining how a piece of the work is related to the whole, you’re offering transparency into your own thought process and, as 

noted in this piece in the Harvard Business Review

, showing “you trust your employees with the truth, even in difficult circumstances.” That act of sharing may also make it easier for your team members to acknowledge and talk about the challenges they’re currently facing.

When your team member went above and beyond in the face of a looming deadline, take the time to tell them you saw how they showed up when it mattered. That moment of appreciation is the currency you can later spend in hard moments. It shows you value someone’s contributions and also that you’re willing to ask for help.

3. Create assignments that stimulate growth

, the stirring 2021 documentary about the late free solo climber Marc-Andre LeClerc, you can’t help but wonder how he scales the highest summits in frozen conditions without a rope. What you gradually come to learn is he pushed himself a bit further with each endeavor in constant search of the place where he was fully engaged by the climb.

He didn’t start with the most challenging mountain.

As a manager, you see the final climb: whether that’s a project shipping or a promotion for your teammate. But you also see where your team is at a given moment. You know that everyone has strengths that are based on their natural abilities or past experiences.


The key to ascending, according to Will Larson, is that you assign tasks that continually push your team members.

“The best thing you can do to grow your team is to give them ever-increasing stretch assignments with more latitude and room for creativity,” 

When it comes to framing those growth projects during 1-on-1 sessions, it’s worth keeping two ideas in mind.


Explicitly tell someone the ways in which they excel, while also taking the time to explain how a given project will help them work on a specific skill. Acknowledge that there may be some struggles along the way and you may have to have some uncomfortable conversations to help them identify possible areas of weakness. By telling your team what you see and what comes next, you’re making it clear you’re invested in them getting better.

Don’t always solve problems, even if you know the answer.

“One of the harder parts of being a manager is giving your team space to solve problems,” 

 Matt Newirk, an engineering manager at Etsy. “One of my biggest challenges continues to be holding those solutions back.”

You’re not only keeping your engineers from growing, Newkirk points out you’re potentially keeping your team from finding solutions that are different and better than the ones you might suggest.

4. Examine the potential cost of criticism

While the dialogue around meetings often focuses on how to give a member of your team criticism in a way that is constructive, it often ignores how challenging it is to be the one delivering the criticism.


Yes, it’s important to discover how your reports prefer to hear and process feedback on their work. But that feedback loop can be unearthed while you’re laying the foundation for regular meetings by listening and setting effective boundaries.


Have you ever considered how you feel about giving criticism?

Psychologist Christopher Rosen, PhD, a professor at the Sam M. Walton College of Business at the University of Arkansas, wondered why some effective leaders struggled with critiquing their colleagues or direct reports.

 that while you’re working to build connections as a manager, it can make you “more reluctant to offer constructive criticism…because delivering negative feedback conflicts with that goal.”


The more you empathize with your team, the more you may seek to avoid having to criticize their work because you’re worried it could ultimately harm your relationship.

However, it’s not only their work which could be impacted, you might also find yourself unable to find your 

“We found the experience hijacks [empathetic managers] emotionally and cognitively, and it impairs their performance,” said Rosen.


If you find it difficult to levy criticism, Rosen has two recommendations for how to lighten your load.


Give yourself a break after you deliver critiques. 

Take the opportunity to recenter yourself or take the time to process what happened with a few minutes between meetings.

“Avoid scheduling these conversations before important presentations or deadlines.”

 Try to be aware of when you might experience more stress and create mental space, similar to time breaks, around big moments in your work.

It’s important to remember that you don’t know the future impact your words will have on the people you manage. While criticism may be uncomfortable in the moment, it often yields real benefits and career growth for engaged team members.

A standing 1-on-1 meeting is a regular opportunity to understand the current state of your team and your work. It’s also a place where you can lay out a blueprint for future success and provide some boundaries that protect your productivity.


Since every relationship is different, you may be uncertain where to start. Step back to where we began.

Think about how you would want to be managed. Think about how things might have been different if you had a space to be challenged and grow with a manager’s help.

Use what you discover to engage your team in meaningful conversations on what they need from a manager. And then get to work on deepening the value that you and your team are getting from 1-on-1 meetings.

4 ways to rethink your approach to 1-on-1 meetings

Build your playbook for uplifting your team

Uncertainty is the currency of every technology company. It fuels growth. Pivots. And sometimes layoffs.


While uncertainty accompanies progress and hiccups, it also represents nearly everything that’s out of your control as a developer. That’s why uncertainty feels paralyzing or difficult to wrap your arms around in the moment.


But you don’t have to be undone by what you can’t get done today. Instead, build a flexible, fluid approach to work centered around a guiding principle: prioritization.


By establishing a clear method for decisions, effectively managing your workload, asking others what they need, writing down what you’ve accomplished, and intentionally structuring your day, you’ll find more certainty and satisfaction at work.


Read on to find out how to know and weigh your priorities as a developer in five distinct steps.


1. Start your planning with a decision-making matrix


Establishing priorities is like trying to win the claw game at the arcade. It looks deceptively simple; but then 30 minutes has gone by and you still haven’t figured out how to get the prize.


Will Larson, the CTO for Calm who runs the blog 

, suggests starting with a clear hierarchy based on the needs of your company.


“Reach the right outcomes by prioritizing the company first, your team second, and yourself third,” 

This outward-in hierarchy forms the framework for how you make decisions. It allows you to assess tasks or obligations to determine which should be tackled first. It also helps you align your work with what directly benefits your company, which may strengthen your case for a promotion or show why you’re indispensable in times of reorganization.


Blog

Notes from the Stashpad team and community.

Working Memory

How to receive feedback better

5 ways to ease overwhelm at work

4 ways to rethink your approach to 1-on-1 meetings

How to prioritize your work as a developer

Deploying Stashpad via Electron for desktop

Get Things Done (GTD), Bullet Journal (BuJo), and WorkingMemory.txt to boost productivity

How to be successful in your next agile spike

My top 5 WebStorm shortcuts

Attention residue is eroding your focus

Make your Work
Note-Worthy

Working Memory

How to receive feedback better

5 ways to ease overwhelm at work

4 ways to rethink your approach to 1-on-1 meetings

How to prioritize your work as a developer

Deploying Stashpad via Electron for desktop

Get Things Done (GTD), Bullet Journal (BuJo), and WorkingMemory.txt to boost productivity

How to be successful in your next agile spike

My top 5 WebStorm shortcuts

Attention residue is eroding your focus

Make your Work Note-Worthy

Make your Work
Note-Worthy