New blog posts

.github/workflows/ci-cd.yml

@@ -1,4 +1,4 @@
-# Copyright Jiaqi Liu
+# Copyright Jiaqi Wang
 ---
 name: CI/CD
 

src/config.ts

@@ -7,16 +7,16 @@ import type {
 import { LinkPreset } from './types/config'
 
 export const siteConfig: SiteConfig = {
-  title: 'Fuwari',
-  subtitle: 'Demo Site',
+  title: 'Jack\'s Leadership Blog',
+  subtitle: 'Leadership is, at root, about Influencing Others',
   lang: 'en',         // 'en', 'zh_CN', 'zh_TW', 'ja'
   themeColor: {
     hue: 250,         // Default hue for the theme color, from 0 to 360. e.g. red: 0, teal: 200, cyan: 250, pink: 345
     fixed: false,     // Hide the theme color picker for visitors
   },
   banner: {
     enable: true,
-    src: 'assets/images/demo-banner.png',   // Relative to the /src directory. Relative to the /public directory if it starts with '/'
+    src: 'assets/images/banner-1.png',   // Relative to the /src directory. Relative to the /public directory if it starts with '/'
     position: 'center', // Equivalent to object-position, defaults center
   },
   favicon: [    // Leave this array empty to use the default favicon
@@ -35,33 +35,33 @@ export const navBarConfig: NavBarConfig = {
     LinkPreset.About,
     {
       name: 'GitHub',
-      url: 'https://github.com/saicaca/fuwari',     // Internal links should not include the base path, as it is automatically added
-      external: true,                               // Show an external link icon and will open in a new tab
+      url: 'https://github.com/Qubitpi',     // Internal links should not include the base path, as it is automatically added
+      external: true,                        // Show an external link icon and will open in a new tab
     },
   ],
 }
 
 export const profileConfig: ProfileConfig = {
-  avatar: 'assets/images/demo-avatar.png',  // Relative to the /src directory. Relative to the /public directory if it starts with '/'
-  name: 'Lorem Ipsum',
-  bio: 'Lorem ipsum dolor sit amet, consectetur adipiscing elit.',
+  avatar: 'assets/images/avatar.png',  // Relative to the /src directory. Relative to the /public directory if it starts with '/'
+  name: 'Jiaqi Wang',
+  bio: 'Leadership is, at root, about Influencing Others.',
   links: [
     {
-      name: 'Twitter',
-      icon: 'fa6-brands:twitter',       // Visit https://icones.js.org/ for icon codes
+      name: 'Paion Data',
+      icon: 'fa6-brands:bluesky',       // Visit https://icones.js.org/ for icon codes
                                         // You will need to install the corresponding icon set if it's not already included
                                         // `pnpm add @iconify-json/<icon-set-name>`
-      url: 'https://twitter.com',
+      url: 'https://github.com/paion-data',
     },
     {
-      name: 'Steam',
-      icon: 'fa6-brands:steam',
-      url: 'https://store.steampowered.com',
+      name: 'Nexus Graph',
+      icon: 'fa6-brands:ubuntu',
+      url: 'https://nexusgraph.com',
     },
     {
       name: 'GitHub',
-      icon: 'fa6-brands:github',
-      url: 'https://github.com/saicaca/fuwari',
+      icon: 'fa6-brands:github-alt',
+      url: 'https://github.com/Qubitpi',
     },
   ],
 }

src/content/posts/declaration-of-independence/index.md

@@ -0,0 +1,43 @@
+---
+title: Infinite Game - Declaration of Independence
+published: 2024-08-01
+description: |
+  Being for or being against is a subtle but profound difference that the writers of the Declaration of Independence
+  intuitively understood.
+image: './cover.png'
+tags: [ "Leadership" ]
+category: 'Leadership'
+draft: false 
+---
+
+![Error loading declaration-of-independence.png](./declaration-of-independence.png)
+
+A Just Cause is something we stand for and believe in, not something we oppose. Leaders can rally people _against_
+something quite easily. They can whip them into a frenzy, even. For our emotions can run hot when we are angry or
+afraid. Being _for_ something, in contrast, is about feeling inspired. Being _for_ ignites the human spirit and fills us
+with hope and optimism. Being against is about vilifying, demonizing or rejecting. Being _for_ is about inviting all to
+join in common cause. Being _against_ focuses our attention on the things we can see in order to elicit reactions. Being
+for focuses our attention on the unbuilt future in order to spark our imaginations.
+
+Imagine if instead of fighting _against_ poverty, for example, we fought _for_ the right of every human to provide for
+their own family. The first creates a common enemy, something we are against. It sets up the Cause as if it is
+“winnable,” i.e., a finite game. It leads us to believe that we can defeat poverty once and for all. The second gives us
+a cause to advance. The impact of the two perspectives is more than semantics. It affects how we view the problem/vision
+that affects our ideas on how we can contribute. Where the first offers us a problem to solve, the second offers a
+vision of possibility, dignity and empowerment. We are not inspired to “reduce” poverty, we are inspired to “grow” the
+number of people who are able to provide for themselves and their families. Being for or being against is a subtle but
+profound difference that the writers of the Declaration of Independence intuitively understood.
+
+Those who led America toward independence stood _against_ Great Britain in the short term. Indeed the American colonists
+were deeply offended by how they were treated by England. Over 60 percent of the Declaration of Independence is spent
+laying out specific grievances against the king. However, the Cause they were fighting _for_ was the true source of
+lasting inspiration, and in the Declaration of Independence it came before anything else. It is the first idea we read
+in the document. It sets the context for the rest of the Declaration and the direction for moving forward. It is the
+ideal to which we personally relate and that we have easily committed to memory. Few Americans, except for scholars and
+the most zealous of history buffs, can rattle off even one of the complaints listed later in the document, things like:
+“He has endeavored to prevent the Population of these States; for that purpose obstructing the Laws for naturalization
+of foreigners; refusing to pass others to encourage their Migrations hither, and raising the Conditions of new
+Appropriations of Lands.” In contrast, most Americans can recite with ease “all men are created equal” and can usually
+rattle off the three tenets of “Life, Liberty and the pursuit of Happiness.” These words are indelibly marked on the
+cultural psyche. Invoked by patriots and politicians alike, they remind Americans of who we strive to be and the ideals
+upon which our nation was founded. They tell us what we stand _for_.

src/content/posts/good-leaders-make-you-feel-safe/index.md

@@ -0,0 +1,139 @@
+---
+title: Why Good Leaders Make You Feel Safe
+published: 2024-08-01
+description: |
+  What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel
+  secure, who draws staffers into a circle of trust. But creating trust and safety -- especially in an uneven economy --
+  means taking on big responsibility.
+image: './cover.png'
+tags: [ "Leadership" ]
+category: 'Leadership'
+draft: false 
+---
+
+TED Talk by Simon
+-----------------
+
+<iframe width="100%" height="468" src="https://www.youtube.com/embed/lmyZMtPVodo?si=MUyXmgCjeeVCHmIt" title="Why good leaders make you feel safe | Simon Sinek | TED" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen></iframe>
+
+### Video Transcript
+
+There's a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his
+actions on September 8, 2009.
+
+On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect
+a group of government officials, a group of Afghan government officials, who would be meeting with some local village
+elders. The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson
+was recognized for running into live fire to rescue the wounded and pull out the dead. One of the people he rescued was
+a sergeant, and he and a comrade were making their way to a medevac helicopter.
+
+And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro
+camera on his helmet and captured the whole scene on camera. It shows Captain Swenson and his comrade bringing this
+wounded soldier who had received a gunshot to the neck. They put him in the helicopter, and then you see Captain Swenson
+bend over and give him a kiss before he turns around to rescue more.
+
+I saw this, and I thought to myself, where do people like that come from? What is that? That is some deep, deep emotion,
+when you would want to do that. There's a love there, and I wanted to know why is it that I don't have people that I
+work with like that? You know, in the military, they give medals to people who are willing to sacrifice themselves so
+that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We
+have it backwards. Right? So I asked myself, where do people like this come from? And my initial conclusion was that
+they're just better people. That's why they're attracted to the military. These better people are attracted to this
+concept of service. But that's completely wrong. What I learned was that it's the environment, and if you get the
+environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others
+have that capacity too. I've had the great honor of getting to meet some of these, who we would call heroes, who have
+put themselves and put their lives at risk to save others, and I asked them, "Why would you do it? Why did you do it?"
+And they all say the same thing: "Because they would have done it for me." It's this deep sense of trust and
+cooperation. So trust and cooperation are really important here. The problem with concepts of trust and cooperation is
+that they are feelings, they are not instructions. I can't simply say to you, "Trust me," and you will. I can't simply
+instruct two people to cooperate, and they will. It's not how it works. It's a feeling.
+
+So where does that feeling come from? If you go back 50,000 years to the Paleolithic era, to the early days of Homo
+sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us.
+Nothing personal. Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things
+working to reduce our lifespan. And so we evolved into social animals, where we lived together and worked together in
+what I call a circle of safety, inside the tribe, where we felt like we belonged. And when we felt safe amongst our own,
+the natural reaction was trust and cooperation. There are inherent benefits to this. It means I can fall asleep at night
+and trust that someone from within my tribe will watch for danger. If we don't trust each other, if I don't trust you,
+that means you won't watch for danger. Bad system of survival.
+
+The modern day is exactly the same thing. The world is filled with danger, things that are trying to frustrate our lives
+or reduce our success, reduce our opportunity for success. It could be the ups and downs in the economy, the uncertainty
+of the stock market. It could be a new technology that renders your business model obsolete overnight. Or it could be
+your competition that is sometimes trying to kill you. It's sometimes trying to put you out of business, but at the very
+minimum is working hard to frustrate your growth and steal your business from you. We have no control over these forces.
+These are a constant, and they're not going away.
+
+The only variable are the conditions inside the organization, and that's where leadership matters, because it's the
+leader that sets the tone. When a leader makes the choice to put the safety and lives of the people inside the
+organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel
+safe and feel like they belong, remarkable things happen.
+
+I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number
+was called, and I watched the gate agent treat this man like he had broken the law, like a criminal. He was yelled
+at for attempting to board one group too soon. So I said something. I said, "Why do you have to treat us like cattle?
+Why can't you treat us like human beings?" And this is exactly what she said to me. She said, "Sir, if I don't follow
+the rules, I could get in trouble or lose my job." All she was telling me is that she doesn't feel safe. All she was
+telling me is that she doesn't trust her leaders. The reason we like flying Southwest Airlines is not because they
+necessarily hire better people. It's because they don't fear their leaders.
+
+You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each
+other, and that inherently weakens the organization. When we feel safe inside the organization, we will naturally
+combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities.
+
+The closest analogy I can give to what a great leader is, is like being a parent. If you think about what being a great
+parent is, what do you want? What makes a great parent? We want to give our child opportunities, education, discipline
+them when necessary, all so that they can grow up and achieve more than we could for ourselves. Great leaders want
+exactly the same thing. They want to provide their people opportunity, education, discipline when necessary, build their
+self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever
+imagine for ourselves.
+
+Charlie Kim, who's the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if
+you had hard times in your family, would you ever consider laying off one of your children? We would never do it. Then
+why do we consider laying off people inside our organization? Charlie implemented a policy of lifetime employment. If
+you get a job at Next Jump, you cannot get fired for performance issues. In fact, if you have issues, they will coach
+you and they will give you support, just like we would with one of our children who happens to come home with a C from
+school. It's the complete opposite.
+
+This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their
+disproportionate salaries and bonus structures. It's not the numbers. It's that they have violated the very definition
+of leadership. They have violated this deep-seated social contract. We know that they allowed their people to be
+sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own
+interests. This is what so offends us, not the numbers. Would anybody be offended if we gave a $150 million bonus to
+Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great
+leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the
+people.
+
+Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by
+the recession, and they lost 30 percent of their orders overnight. Now in a large manufacturing company, this is a big
+deal, and they could no longer afford their labor pool. They needed to save 10 million dollars, so, like so many
+companies today, the board got together and discussed layoffs. And Bob refused. You see, Bob doesn't believe in head
+counts. Bob believes in heart counts, and it's much more difficult to simply reduce the heart count. And so they came up
+with a furlough program. Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They
+could take it any time they wanted, and they did not have to take it consecutively. But it was how Bob announced the
+program that mattered so much. He said, it's better that we should all suffer a little than any of us should have to
+suffer a lot, and morale went up. They saved 20 million dollars, and most importantly, as would be expected, when the
+people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate.
+And quite spontaneously, nobody expected, people started trading with each other. Those who could afford it more would
+trade with those who could afford it less. People would take five weeks so that somebody else only had to take three.
+
+Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are
+absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would
+not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are
+absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have
+chosen to look after the person to the right of them. This is what a leader is.
+
+I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let
+his men eat first, and when they were done, there was no food left for him. And when they went back out in the field,
+his men brought him some of their food so that he may eat, because that's what happens. We call them leaders because
+they go first. We call them leaders because they take the risk before anybody else does. We call them leaders because
+they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we
+do, the natural response is that our people will sacrifice for us. They will give us their blood and sweat and tears to
+see that their leader's vision comes to life, and when we ask them, "Why would you do that? Why would you give your
+blood and sweat and tears for that person?" they all say the same thing: "Because they would have done it for me." And
+isn't that the organization we would all like to work in?
+
+Thank you very much.
+
+Thank you. (Applause)
+
+Thank you. (Applause)