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⬅️ Previous capture (2024-05-10)
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It's been a hot minute, because I get entangled in a million different things that are about as much fun an coherent as a cat in a room full of rocking chairs. I don't remember if I mentioned I got promoted at the pay job, or anything else for that matter.
Sometimes, it hits you when you're away for a while and you miss the little things like this. I haven't been on my own BBS in a while, and I really need to check if I even have it up still.
I'm also trying to remember if I am running on UTC like I do everywhere else. It has just turned 2AM on this machine, but I am six hours behind that. I have no problem saying that. I advertise openly that I live in Austin, Texas.
In other news, I spent the earlier part of my morning hacking out the first large script for work that I think I've ever done. It's pretty neato. It takes a list of domain names and sorts through them to weed out who isn't using our DNS nameservers, then from there, it sorts between us, Google, and MS Exchange. Then it grabs all of the mail-based DNS text records, modifies the DMARC to the new and correct Quarantine setting, and spits out a Ticket subject for me.
I'm going to work more on the server side of the script that will give me a document of the system domains (I work for a webhosting company) and another that has the customer info for the domain and does a DKIM comparison. Then I am supposed to create tickets once I update the records to the new parameters. You'd not be very surprised how many folks have never done anything useful with this and wonder why they get spammed and put on blacklists.
For everything else, there is a soundtrack of heavy '80s rock. Back to the old school, in the times I was just cutting my teeth on things.
The scripts have gotten bigger as ideas have flown into my funnel like Thomas the Tank Engine. I had to expand my spreadsheet, and I need to export critical data into CSV so I can import it into my Google Sheets. It's a pain in the ass to do it by hand, but it needs to be done. I'm thinking out the methodology to do it tonight and I'll see how things work out.
Just so we remember:
Special operations, often referred to as "SpecOps," encompass a diverse range of military operations characterized by their unique missions, unconventional tactics, and elite personnel. Leadership within special operations units requires a distinct set of principles and practices tailored to the dynamic and high-stakes nature of these operations. Here are some key rules of leadership in special operations:
1. **Lead by Example**: Special operations leaders must embody the values, standards, and behaviors they expect from their team members. Leading by example fosters trust, credibility, and cohesion within the unit.
2. **Decentralized Command**: Special operations units often operate in complex, fluid environments where rapid decision-making is critical. Leaders empower their subordinates to make independent decisions based on the mission's intent and objectives, allowing for agility and adaptability on the battlefield.
3. **Clear Communication**: Effective communication is essential for mission success and team cohesion. Special operations leaders must articulate the mission, objectives, and expectations clearly and concisely, ensuring that every team member understands their role and responsibilities.
4. **Adaptability and Flexibility**: Special operations missions are inherently unpredictable, requiring leaders and their teams to adapt rapidly to changing circumstances and environments. Leaders must foster a culture of flexibility, innovation, and resilience to overcome challenges and achieve mission success.
5. **Risk Management**: Special operations leaders must balance operational effectiveness with risk mitigation to ensure the safety and security of their personnel. Leaders assess risks systematically, implement mitigation measures, and make informed decisions to minimize unnecessary risk while maximizing mission success.
6. **Trust and Empowerment**: Trust is the foundation of effective teamwork and leadership in special operations. Leaders cultivate trust by empowering their team members, delegating authority, and fostering a climate of mutual respect, accountability, and camaraderie.
7. **Continuous Learning and Improvement**: Special operations leaders prioritize professional development, training, and education to maintain a competitive edge and adapt to emerging threats and challenges. Leaders encourage a culture of continuous learning, innovation, and self-improvement within their teams.
8. **Mission Focus**: Special operations leaders maintain unwavering focus on the mission and the team's overarching objectives. Leaders prioritize mission accomplishment above personal interests or individual agendas, instilling a sense of purpose, dedication, and commitment within the team.
9. **Resilience and Mental Toughness**: Special operations leaders demonstrate resilience, mental toughness, and composure in high-pressure situations. Leaders remain calm under stress, maintain a positive attitude, and inspire confidence in their team members, even in the face of adversity.
10. **Ethical Leadership**: Special operations leaders uphold the highest standards of ethical conduct, integrity, and professionalism. Leaders lead with integrity, honesty, and moral courage, setting a positive example for their team members and earning the respect and loyalty of their peers and subordinates.
By embracing these principles of leadership, special operations leaders can effectively lead their teams, accomplish their missions, and overcome the most formidable challenges on the battlefield.
Trying to catch a break from this project I have been working on non-stop, both in my paid time and my off time. It seems silly that I would do work and not get properly paid for it, but this project is not about the pay, or the company. It's about all the little people and their enterprises that have no idea that the standards have tightened, it isn't even their jobs or responsiblity to know or care about it. Yet it is they and their families that will feel the brunt of our failure to comprehend or even care about their important mails and professional image. The powers that be are so absorbed in the "helpful human" horseshit that they've forgotten what it even means. They're too busy decorating and celebrating.
The kicker of all of this crap is that they want to take the lazy way out, and rather than fix the actual system they have, or even try to understand it, they want to sell a different plan to other people that has already been graced with compromise and failure, involving a class action lawsuit from what I've been told, and we don't even use our own email system. We use Google. The ones who said this DMARC setting needed to be corrected or else in the first place.
Let that sink in.
In the last few days, I have worked to fix the mail of religious institutions, religious food delivery, animal hospitals, doctor and dental offices, small businesses, research facilities, boutiques, and labors of love and profit. The fact that I seem to be the only one on my side, or at least one of the select few that gives a damn about it, should demoralize me, but it actually pisses me off, and I'm a stubborn fuck. Doubly so when I am livid and ethics are involved.
So that's where I'm at, and I'm fixing what I can as fast as I can.