Can you reforge expertise

As I understand it, in Shadowlands they are planning a similar system where we have some agency over our gear. The reason for getting rid of reforging was pretty ridiculous, too. They thought it was to complex because people had to figure out the best way to reforge items. This is the group that gave us a so wonderfully simple and straight forward systems like azerite traits, essences, and now corruption.

It used to be for Hit and Expertise caps. Then it evolved for breakpoints, especially Haste breakpoints via snapshots. Guides exist, but you cannot force people to read them. The combat systems in WoW are honestly very complicated, and Reforging was part of it.

You cannot hit the boss? Stop standing in front and get some Expertise. Ask A Question. Browse More Questions. Keep me logged in on this device. Forgot your username or password? But you can change seed shift to another sequence of skills Normal save scumming doesn't work because the abilities you can reforge on an equipment are pre-determined, so no matter how many time you restore your save and try, you will get the same sequence of results. One way to change the sequence is to reforge different slots every time you restore your backup, but that is not ideal because you might want to keep all your skills apart from one slot.

If you want to save scum it, the process is like this: Backup your save Reforge the slot you want to change with all your divine fragments Don't like?

Restore backup and repeat until you get the skill you want, each time increasing spirit iron chunks reforges by 1 In the video I did it the opposite way as it works both ways, but I usually prefer using divine fragments for reforging and spirit iron chunks for changing the skill sequence.

I know many don't like save scumming and that's ok. I think it would be better if it was more random because then I would know that each reforge would have a chance of giving me what I want, but knowing it doesn't work that way doesn't help.

User Info: zavius2 zavius2 4 years ago 3 Well, I actually noticed this as well but I thought that my luck just super sucks. Tech Support. How to unlock Way of the demon fast? Main Quest. Best build for doing crazy damage? Join the page discussion Tired of anon posting? Submit Submit Close. Load more. Agility Damage Bonus. Familiarity Damage Bonus. Enemies Defeated Damage Bonus. Damage Bonus Less armor. Equipment weight Damage Bonus.

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High Attack Life Drain. Skill Life Drain. Quick Attack Life Drain. Strong Attack Life Drain. This person should be invested in helping you do your best work. This variable can only be evaluated by talking to the people they currently and formerly managed. Resources - Resources are more than people and capital. Resources are the things you need to do the job well. For some roles you may need process, admin support, and a budget.

In others you need no red tape, the space to be creative and take risks, or the ability to take long term bets. Scope - Your scope is the runway you have to do your best work. You need to evaluate how your scope aligns to what the company needs and what you are capable of handling.

You want scope that is a little bigger than what you are currently capable of, but not so big that you have a hard time executing. You want to look for situations where the immediate scope is clear, with more on the horizon.

Team - There are three components to team. Do you have the number of people you need? Is the team you have capable? Is the team functioning well? A lot of times you are missing one of these three things. Ideally you have a capable, high functioning team. If you do, then it is typically easy to make a case to get more people. But when you have a team that isn't capable or high functioning, it is hard to make a case for more.

Compensation - Your compensation is a reflection of the work you are doing. If you are killing it in the role, but don't feel fairly compensated, it will be a drag on your motivation. Most importantly, the company compensation philosophy needs to enable hiring the people you need to execute well.

If your product is around machine learning, but the company isn't able to or willing to pay the rates for machine learning engineers, then you won't be able to go very far. Company Culture - The culture of the company needs to align with your beliefs and working style.

Things like work-life balance are included in culture. The more misaligned the working culture is, the less motivated or enthusiastic you will be about the work. Skills are the things that are within your direct control that enable your success. Remember, you can work hard at your own skills, but you can still have an environment that doesn't allow you to move things forward.

The exact skills will vary from function to function and role to role. But there tend to be four common areas of skills:. Communication - In any function, a key part of progression is your ability to get better at what you convey, how you convey it, and whom you convey it to. As you become a manager, you need to influence the people you directly manage, but also indirectly influence people you don't manage.

Then as you move up in management, you do less direct downward influencing and more indirect influencing across the company. Influence is the hardest skill, because it depends on the characters around you.

You can be great at it, but perhaps the people around you aren't. Strategic Thinking - Strategic thinking is your ability to see the forest through the trees.

As an IC you learn to do the work. As you grow in your career, you need to learn how you anticipate the work. You need to understand the bigger system, the needs of the system, and where you and your team align with that system.

Execution - Your execution skills are the nuts and bolts of your specific role. It is a pre-requisite for becoming a manager, even though it isn't correlated with management skills.

Once you become a manager, you are judged on the execution of your team, not yourself, which means you have to rely more on the other skills mentioned. Lets walk through a step-by-step of how to use the framework.

We'll go through 6 steps:. The first step is simple. Lay out the variables in your impact equation. Being able to name the atomic units of what creates impact already puts you ahead of the rest.

Doing this creates the ability to think about each one independently and deeply. It will be easier to ask important questions like:. The exact score of each of these variables is subjective. Whether something is a 1 vs. The point of the score is to use it as a forcing function to think through each variable in a more concrete way. At its core, for each variable I'm trying to gauge three questions:.

To answer these questions, I like to rank each variable on a scale of 0 to 2, where 1 is neutral, less than 1 means the variable is hurting me, and greater than 1 means it is helping me.

To help make this a little easier:. Let's go through a few example variables and how they might fall on this scale. They also aren't recognizing tradeoffs, and just keep piling work on. Not helping to unblock constraints. No useful feedback or conditions of satisfaction. You don't feel like they believe in you or are actively investing in your success.

They may be sharing context, light feedback, but not helping unblock constraints. But you might not be getting the feedback you need to be making large learning gains. They have a fundamental belief in you and are actively investing in getting you to the next level. They seek out opportunities for you internally and externally,. Here is an example of what each of these values might look like for resources.

In addition, there is no head count, recruiting, or path to making real progress. The team is unable to make real progress, but there is an active plan to fill the role. It's not hurting, but it's not a tailwind either. Good teams can usually find ways to create value regardless. They are proactively hiring against that plan, hiring A players, including the team in the hiring process, and getting close to the budget you need.