I've got the key, I've got the secret. I've got the key to another person's DJI drone account: Vids, info left open to theft

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Leaving it to the end. From March through September this year, DJI's customer records, many of which include sensitive data from drone flights, video footage, and owners' personal details, could have been stolen by online attackers.

That feedback gave me a picture of where my team sat within the company. Because I want to work with people who are comfortable working with me and are driven. Bounty-hunting works DJI characterized Check Point's findings as a validation of its bug bounty program. I have worked in teams without clear goals, without a charter and without milestones.

I've got the key, I've got the secret. I've got the key to another person's DJI drone account: Vids, info left open to theft

Once upon a time early 2014, to be a little more exact , I submitted an abstract to speak at a test conference. I had no experience in public speaking at test events, but had in other contexts. I thought that I had an interesting topic and I was interested in any feedback that I might have for any future submissions, should the paper not be accepted into the conference programme. Inevitably, I had the paper declined and I did not do very much about it. Here is the general gist to my submission. I find inspiration through different experiences and relationships that I have had in my life, and continue to do so to this day. Where something is a success in one context, I like to imagine how that could work in a totally different context. In this instance, the recipe would take part of the inner workings of a growing and successful church and implementing those practices in a software development environment. I volunteered in and was a member of a growing church in Nottingham for nine years. In that time I was part of a focused, motivated, well trained and empathetic community. We knew what we were doing, why we were doing it, how to do it, for whom we were doing it and together. Does that not sound like something you would want in an everyday working environment? Perceived bad leadership, micromanaging, poor product, maintenance, technical debt, skill deficit or personality clashes, it can be any mixture of those things. Met with those conditions, I see three options. And that would be where I would look at what it was that I learnt in my church, that I could apply to my work environment. Recruiting team members for your team at church was not an easy one, but one of the selling points was always the story behind what your team was there to do, from being a welcoming face to new people, to running car park security. The bigger picture was always outlined and the team were always publicly acknowledged and ran team building sessions, socials and training. I am motivated when I am working with people that I know, hopefully like, and definitely respect. Working within a team, socialising together and learning together, some perhaps even mentoring others, led to a fine team dynamic, it built a trust and in time, a respect for one another. Within the church, there was always a reason, a purpose to what you were doing. I have worked in teams without clear goals, without a charter and without milestones. How this can be articulated effectively can differ depending on the audience. When I started my current job, I polled my peers and relevant stakeholders for how my team was viewed. What they saw as our responsibility. What they thought we did well, and not so well. What we could do to improve. That feedback gave me a picture of where my team sat within the company. What we would commit to and what we would expect from others. Without this I would have likely been leading blindly, hoping that my previous experience would somehow mean that I would just know what I was doing. Both are goal oriented. Where focus is knowing what you are aiming for, direction is almost more of a transition, a movement toward that goal. How will we get there? In the church, taking the setup team as an example, they had a timebox in which they needed to get their job done. They knew what needed to be done in this instance, setting out chairs for the congregation and when they needed to get it done by before the congregation arrived. There were also requirements that they needed to meet, the chairs needed to face the stage, in fact a kaizen event led to a curved seating arrangement where every chair would face a single focal point in the middle of the stage. There were health and safety compliances to consider, number of chairs away from an aisle you sit, width of the aisle etc. So, we know our focus, but what are our requirements? Do we have any standards by which we need to comply? Is the plan flexible enough to adapt to any continuous improvement suggestions? When do we need to get the job by and who will approve our work? It sounds simple, but the temptation is to always hit the ground running, learn as we go and make a plan on-the-fly. That can work sometimes. But, I would suggest that a well laid plan, with iterative milestones hello agile.. Without the focus and the knowledge of what we want to achieve, including any compliances, how can we make an effective and realistic plan? What do our stakeholders want? What do our customers want? Will they review our plans? In the church, the work that we did was to facilitate a welcoming, comfortable and approachable environment for both the regular congregation and more importantly, for visitors. When I am working in a team, I want to make it a comfortable environment where others are welcome. Because I want to work with people who are comfortable working with me and are driven. Community: Which leads naturally to community. I ended up in the urban dictionary, and of course was greeted with the U. Sitcom of the same name, but did eventually find a definition. An interacting population of like-minded individuals, affecting the identity of the given members and also their cohesiveness. In gaining similar social perceptions gives them a sense of solidarity that may or may not lead in the exclusion of other individuals that do not share one or more of their like-mindedness. Everyone on the same page, equal focus, drive, motivation and purpose. There is something really special about a feeling of belonging with like-minded individuals. It was while at university that I started attending the church that is the subject of this blog. I met loads of like-minded people, people I wanted to spend time with and was comfortable being myself in the company of. It was through these relationships and sense of belonging that my life became intertwined with that of the church. The parallels with life in the software development world are clear. Except, to get a job you have to be interviewed. As part of an interview process, you look for people who will fit in with your team, even your company values and dynamic. It is possible that someone who is better qualified on paper, but has an air of an abrasive personality, might not get the job over someone who is less qualified. The soft-skills of personal interaction and communication can often be trumped by qualification. I can understand both sides. In the church, team socials were encouraged and often a great way to build team spirit and to build friendships. What comes to mind when someone suggests team building? How can this process become something organic? It really is about the people, the personalities and how everyone works together and there certainly is no one way to solve this. And this leads on to the next point…. Empathy: Do you know what makes your colleagues tick? What winds them up? How to press their buttons? This knowledge can be a wonderful tool for those of us who love to avoid conflict, but also those who love to stir and manipulate. In the church, accountability was encouraged, not just with anyone, but with someone you wanted to do so with. It is inescapably intimate, when sharing details of things that we each go through. We see this in software development, where we ask for reviews of our tests or code, or through pairing. Extra eyes present more ideas and hopefully more results. It is my humble opinion that pairing and reviewing is essential, supremely valuable and an absolute must, but maybe we need more? In a sort of utopian view, I would have a peer with whom I would set aside some regular time to share my struggles at work and maybe if something was going on in my private life. Struggles professionally is what I will concentrate on here and I will share with you and go into more detail in future posts. Something for you to look forward to!! Leaving it to the end. If I had a peer with whom this had been shared, they could not only challenge me, hold me to account on these things, but even perhaps offer solutions, people to talk to, documents to read or reference. I would not be left to stew in my own head-in-the-sand avoidance or self-pity. This is a two-way street though and requires as much giving as taking, so requires a lot of trust. But, the benefits can be tremendous. Training: Do you know how to do everything? If so, well done, please help me. I want that to be something to share. I want to be trained and to train. In this instance, I will talk about the licensed bar within the church building. So how is training approached in your workplace? Is it just in a doc or an online webinar? I bet you prefer one to the other. I really appreciate when someone takes the time for some one-on-one training, they demo something, get me to try it and I get to ask them questions on the matter. It is one of the first things I would look for in a potential employer, is training offered and readily available? But I would also appreciate the opportunity to pass that knowledge on to others. Now that was a long post, I hope it reads ok. Thank you for reading! Nice article and, as you say, perhaps more questions than answers. Typically and I mean very generally : — You socialize with people whom you have grown to like and will tend to stick around with because of deepening bonds and significant shared interests. You rarely deepen any bonds. Like Hi Mike, Thanks for the comment, and congratulations on making it through the blog, it was a little long. But, I do find, that sometimes it is possible to find meaningful relationships and community in the workplace. Even if they are not something that is quite so organic as in your non-work life. For me, if you spend enough time with people, you sometimes do find yourself liking some more than just tolerating them. By effort, I mean to try and organise things, to open yourself up to more, invite people in, let your own walls down, put yourself out there and hope that it will be reciprocated.

It really is about the people, the personalities and how everyone works together and there certainly is no one way to solve this. What they saw as our responsibility. How this can be articulated effectively can differ depending on the audience. I started to worry that I had lost it because it was my aunties key. Nice article and, as you say, perhaps more questions than answers. For me, if you spend enough time with people, you sometimes do find yourself liking some more than just tolerating them. But, I do find, that sometimes it is possible to find meaningful relationships and community in the workplace. Working within a team, socialising together and learning together, some perhaps even mentoring others, led to a fine team dynamic, it built a trust and in time, a respect for one another. That feedback gave me a picture of where my team sat within the company. In 1996, the track was remixed and again entered the UK charts peaking for 1 week at number 52.