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Updated September 2026: in 2020 my iPhone 6 finally died after five years: it had slowed with age, then my daughter knocked it off the bed, cracking the screen, and eventually it would not turn on. I have rewritten it into a guide to how long an iPhone lasts and the signs it is time to replace it.

By 2020 my iPhone 6 was showing its age, struggling with newer updates. I planned to hold on until the next iPhone launch. Then my daughter threw it from her bed and the screen shattered. I kept using it anyway, even as the battery drained faster and it behaved oddly, until one day it simply would not turn on.

How long do iPhones usually last?

Many people use an iPhone for four to six years. Apple typically supports models with major iOS updates for several years after launch, and with security updates for a while longer. Hardware often lasts beyond that, but the battery and software support usually decide the real lifespan.

What are the signs it is time to replace it?

• No more iOS or security updates, which makes banking and browsing riskier.
• Apps no longer support your iOS version.
• Battery health well below 80 percent, with sudden shutdowns.
• Damage that costs close to the phone's value to repair.

Can a new battery extend its life?

Often, yes. A battery replacement at an authorised service provider is one of the best-value repairs for an iPhone that is still supported. It restores battery life and can make the phone feel faster, since iOS may slow an ageing battery to prevent shutdowns.

Is it safe to keep using a phone with a cracked screen?

Not for long. Glass splinters can cut, moisture and dust get in, and the damage often spreads, as it did with my phone. Use a screen protector over a small crack while you arrange a repair or replacement.

How do you avoid losing data when a phone dies?

Keep iCloud backup switched on, or back up regularly to a computer. When my iPhone 6 stopped working, the backup is what made switching to the next phone straightforward.

Keep reading

• Power Banks for Apple Devices: What Apple Made, What to Buy
• Recording Calls on iPhone: How It Works Now
• Mac Says Service Battery? What It Means and What to Do

Updated September 2026: in June 2020 the onsite team set an early-morning call without notice, my manager told me to attend, and I deliberately joined late. The call ended as I joined, and I was told to get the details from my manager, which made things worse. I have rewritten it into advice on handling unannounced calls, including why joining late backfires.

The work with that onsite team had dragged on, with little help from my manager, and I just wanted to close it. One day the onsite team scheduled an early call with no prior communication, and my manager called me to attend. I was angry and joined late on purpose. By the time I joined, it was over, and the onsite team asked me to get the details from my manager, who tended to complicate requirements.

Why does joining late backfire?

Because you lose first-hand information. Whatever was decided now reaches you second-hand, filtered through someone else's interpretation. It also looks like disengagement to the people who were on time, which weakens your position when you later raise legitimate complaints.

How should you respond to an unannounced early call?

• Join if you reasonably can, even briefly, and listen.
• If you cannot, say so before it starts and ask for notes or a recording.
• Raise the scheduling afterwards, not by being absent.

How do you ask for better notice?

Calmly and with a proposal: "Could we set these calls the day before, with an agenda? I can prepare the updates you need." Most teams agree when the request comes with an offer to make the call more useful.

What if you must get requirements second-hand?

Write down what your manager tells you and send it back to the onsite team for confirmation: "My understanding of this morning's call is as follows; please correct anything I have missed." That removes the risk of a complicated interpretation.

Is frustration a good enough reason to skip a call?

It is understandable, but it rarely helps. Frustration is better channelled into a clear conversation with your manager about workload and communication. I learned that joining late cost me more than attending would have.

Keep reading

• Joining a Work Call From Leave on Your Own Terms
• Assigned Overnight With a Call in 30 Minutes: What to Do
• Using Your Manager to Unblock a Stalled Request

Updated September 2026: in 2020 I set off on a long vacation to spend time at my brother's place, and within days the Covid lockdown changed everything, with companies moving to work from home and families staying where they were. I have rewritten it into lessons on planning family travel when conditions may change quickly.

I logged off before a long vacation, already dreading the return to office. My plan was to visit my brother and spend time with family and the children. Then the pandemic spread across the country, companies moved staff to work from home, and fortunately my brother was able to reach our native place. At first we talked about how far away the virus seemed. Within days, it was everywhere.

What should you plan for when travel conditions may change?

• Flexible bookings: refundable or changeable tickets and stays.
• Enough essentials for a longer stay than planned: medicines, chargers, documents.
• Work equipment, if there is any chance you may need to work remotely.
• A fallback location: where the family would stay if travel stopped.

How do you decide whether to travel at all?

Follow official advisories, consider the health of vulnerable family members, and ask whether the trip could be postponed without great cost. In 2020 many families chose to be together in one place rather than split across cities, which was a reasonable call.

What about work while you are away?

Tell your manager where you will be and whether you could work remotely if needed. Carry your laptop if your employer allows it. It is better to have it and not need it than the reverse.

How do you manage uncertainty with children?

Keep routines where you can, explain changes simply and give them something to look forward to each day. In 2020, the unplanned time together became one of the good memories for many families.

What did the lockdown teach about travel?

That plans can change overnight, and flexibility matters more than the lowest fare. Travel insurance that covers cancellation, and bookings you can change, are worth the extra cost when conditions are uncertain.

Keep reading

• Joining a Work Call From Leave on Your Own Terms
• EV Reliability: Hidden Challenges - Pro’s & Con’s in India
• Best Electric Cars Under 15 Lakh in India: Real Range 2026

Updated September 2026: in March 2020, after two days without any response from the onsite team and with my leave approaching, I decided to bring my manager in, having kept him informed throughout. I have rewritten it into advice on using your manager to unblock a stalled request.

For the second day running, the offshore delivery lead and I had heard nothing from onsite, not even whether our approach met the client's needs. My leave was a few days away, and the delivery lead did not want the work to drag on. Walking into the office with no update, I decided to discuss it with my manager. Luckily, I had kept him informed about every step.

When should you involve your manager?

When you have tried the normal routes, reminders and direct messages, and the delay now threatens a deadline or your planned leave. Going to your manager too early can look like avoiding direct communication; too late, and they have no time to help.

Why does keeping your manager informed matter?

Because it lets them act immediately, without needing a long briefing. A manager who has seen your updates already knows the history, the reminders sent and the stakes. They can escalate on your behalf with confidence.

What should you bring to the conversation?

• The dates of each version shared and each reminder.
• What exactly you need from the onsite team.
• The deadline or leave date at risk.
• What you suggest, such as a manager-to-manager note or a joint call.

What can your manager do that you cannot?

Speak to the onsite lead's manager, reset priorities with the account team, or formally hand the work to someone else while you are away. These carry more weight coming from them.

How do you keep your manager informed without overloading them?

A short weekly or twice-weekly note: what is done, what is blocked, what you need. Forward key email threads only when they matter. It takes minutes and turns your manager into an ally when something goes wrong.

What if your manager cannot help?

Agree a plan together: proceed on assumptions, or pause until inputs arrive. Either is fine if it is agreed and written down before your leave.

Keep reading

• Joining a Work Call From Leave on Your Own Terms
• Unannounced Early Calls: Why Joining Late Backfires
• Your Manager Promised to Protect Your Time but Didn't

Updated September 2026: in February 2020 I told my manager I was overloaded between an old request and a new one whose team was already escalating. He said he would tell the new team I had no bandwidth, but only chatted informally with them, and the pressure kept growing. I have rewritten it into advice for when a manager promises to protect your time but does not.

I explained that most of the old documents were done, and the remaining updates could be finished by the team who knew the background. Meanwhile, the new request's team had already sent escalation emails. My manager agreed to write to the new delivery leads that I was out of bandwidth. He never sent it. He only had an informal chat with their contact, and as the days passed, their expectations of me grew.

Why do managers not follow through?

Often because saying no to another team is uncomfortable, because they are busy themselves, or because they hope the problem will resolve itself. An informal chat feels like action, but it leaves no record and changes little.

How do you make sure it gets done?

• Offer to draft the note for your manager to send: it removes the effort.
• Agree a time: "Could this go out today, before their next call?"
• Follow up the next morning if it has not been sent.

What if it still does not happen?

Write to the new team yourself, factually, with your manager copied: "I am completing the X request until Wednesday and can start on this from Thursday." You are not overriding your manager; you are giving the team the information they need to plan.

How do you handle escalation emails meanwhile?

Reply once, calmly, with your availability and the reason. Escalations often continue because nobody has told the team when to expect you. A clear date usually stops them.

What should you learn from it?

That protecting your time needs a written message, not a conversation. If your manager repeatedly promises and does not deliver, plan to communicate your own availability directly, with them copied, from the start.

Keep reading

• Joining a Work Call From Leave on Your Own Terms
• Using Your Manager to Unblock a Stalled Request
• Assigned Overnight With a Call in 30 Minutes: What to Do

Updated September 2026: in January 2020, before a service request had properly started, my manager asked me for slides and phoned a teammate at the weekend for samples, although nobody knew the request's purpose. I have rewritten it into advice on when early preparation helps and when it only creates redundant work.

My manager wanted me to shape some slides, and he also called a teammate over the weekend to send sample decks. My teammate had no context, so he sent a few general decks. I was in the middle, with nobody clear on the request's purpose, yet everyone wanting content for the upcoming call. The request had not really started, and it would clearly go through many iterations and leadership reviews.

When does early preparation help?

When it is generic and reusable: gathering relevant case studies, refreshing standard slides, reading the client's background. That work is useful whatever the request turns out to be, and it shortens the real work once it starts.

When does it waste time?

When it tries to build the solution before the requirement is known. Specific slides made on guesses are usually discarded after the first call, and people get attached to content that should be dropped.

How do you respond to a request for premature content?

• Ask what the slides will be used for on the call.
• Offer an outline and relevant past material instead of new slides.
• Suggest waiting for the kickoff to confirm scope.

Should others be pulled in at the weekend?

Rarely for work like this. Calling a teammate at the weekend for samples he cannot judge produces little and costs goodwill. If material is genuinely needed, a well-organised repository makes weekend calls unnecessary.

How do you raise it without seeming unhelpful?

Frame it as efficiency: "Once we have the client's requirements, I can build the right slides quickly. Until then, here are three decks we can draw on." That shows readiness while avoiding the wasted effort.

What does a good pre-kickoff pack contain?

A one-page summary of what is known, a list of open questions, and a folder of relevant past material. It gives the first call a useful starting point without committing to a solution.

Keep reading

• Getting Through a Line-by-Line Deck Review
• Unannounced Early Calls: Why Joining Late Backfires
• Assigned Overnight With a Call in 30 Minutes: What to Do