Mid-Level Software Engineer [SDE 2] at Amazon

I have been at SDE 2 for a couple years now, and I feel like getting to SDE 3 is unnecessarily complicated. I've gone through multiple teams, and the recurring theme is that there isn't enough SDE 3 scope for me. You also need a **lot** of documentation (think 5+ pages) to show that you have the sufficient impact to deserve the promo, and that's really daunting as well. Any tips on how I can find that SDE 3 scope and navigate this senior promotion in general?

How to navigate the difficult SDE 2 to SDE 3 promotion?

The Journey to Staff Engineer In Big Tech (Panel Discussion) - Sep 2023

The journey to Staff Engineer is unique for everybody. In this session, we talk about all the ways we got there! Senior Engineer is a terminal level at most tech companies.

Staff Engineer is the next level up. This is referred to as Staff at Meta/Google, or Principal Engineer at Amazon/Microsoft.

Themes discussed in the video:

- Staff Engineers need to have multiplicative impact and influence across multiple teams. There are several ways to achieve this (occasionally referred to as archetypes): code machine, architect, product thinking, fixer, and more.
- Communication, and right-sizing it to the level and discipline of your audience, is critically important.
- Being able to speak to real, quantifiable numbers when it comes to the impact you have is essential.
- Staff engineers are typically known as the experts in certain domains or situations. Becoming well-known in an area is a skill and does require some amount of marketing.

See discussions about Staff Engineers on Taro: <https://www.jointaro.com/topic/staff-engineer/>

Publicly available promotion stories:

- [Ryan's Instagram video processing improvements](https://engineering.fb.com/2022/11/04/video-engineering/instagram-video-processing-encoding-reduction/)
- [Rahul's internal tool for debugging](https://www.jointaro.com/lesson/qvp2quodqAEWSkN7sayt/case-study-building-a-meta-internal-tool-to-empower-an-entire-org-staff-promotion-story/)

Panelists:

- [Zach Wilson](https://www.linkedin.com/in/eczachly/)
- [Rahul Pandey](https://www.linkedin.com/in/rpandey1234/)
- [Carly Taylor](https://www.linkedin.com/in/carly-taylor-data/)
- [Lee McKeeman](https://www.linkedin.com/in/lmckeeman/)
- [Ryan Peterman](https://www.linkedin.com/in/ryanlpeterman/)

Watch the [Q&A portion of the panel here.](https://www.jointaro.com/lesson/P7bEwvDaCuYRfEtmfcaL/the-journey-to-staff-engineer-in-big-tech-qanda/)

Watch the full [Senior to Staff course on Taro](https://www.jointaro.com/lesson/NE3J4vWP7BoWlNgbRtCw/becoming-a-staff-engineer-in-big-tech-panel-discussion/).

Across my career, I've felt bad about my skills sometimes because I'll have teammates, who are also at my level, doing as much as 2x more than me. This has led to me feeling like an imposter many times - Any thoughts on how to process all this?

I've felt imposter syndrome from seeing super talented peers - How do I deal with this?

Say a recruiter from Series C reaches out to you for a SWE role. 

What all are the questions that one should ask in order to do the understand the potential of the startup so that there is less risk of layoffs when joining there, given the uncertain times. 

I am aware of crunchbase website and looking at the news article that are linked there. What other homework one should during/before/after the interview process in terms of questions to ask, information to collect?

The limitation that is usually is the startups have very few employees so it is difficult to get concrete answers about the culture, WLB, actual work unless you are in their network.

Entry-Level Software Engineer [SDE 1] at Amazon

Amazon is well-known for its design doc reviews, which appear to be small-scale system design reviews. However, I'm having trouble understanding them, let alone recommending modifications.

I'm aware of Alex Xu's [ByteByteGo course](https://www.jointaro.com/perks/), but I'm skeptical using it as it's specifically for interview preparation. I want to learn for the workplace. I can definitely look at blog posts and current design documentation, but I'd prefer something more structured. How can a novice learn system design and grow to the advanced/intermediate level? What books or resources would you suggest?

What are the best resources to learn system design in a structured way?

I'm pretty good at leetcode (was able to pass some 3 to 5 rounds of interviews), I got good at by practicing and continuous learning. Now I want to be good at software engineering in general like debugging, building components, understanding complex things/systems, etc. I see one of the suggestions is to improve on fundamentals of software engineering, how do I do that? and What action items can I follow consistently? Any concrete suggested steps will be great instead of just some general bullet points. Thank you all.

Good at Leetcode, and I now want to get good at software engineering!!

Lately, I have been finding myself with a lot of free time and am unable to shake this feeling that I am not "doing enough." After finishing my school work, I usually just go to the gym, hang out with friends, or play video games. 

Is there anything else I can do to further improve myself as an engineer and set myself up for success later on? Perhaps some books or resources to read.

I've tried working on some side projects, but honestly find it hard to follow through with them due to lack of urgency with no deadlines and prior fatigue from working on school assignments.

How to make the most of my time in school?

An Autistic Journey To Google Staff Engineer [L6] From Software Analyst - By Lee McKeeman

[Lee McKeeman](https://www.linkedin.com/in/lmckeeman/) is an autistic software engineer with quite an incredible journey: Across a whopping ~20 years of experience, Lee has worked at Amazon (where he was an engineering manager and bar raiser), Meta, and now Google.

Lee's career story is super long (watch the video to get the full picture), so instead, we're sharing some of the great learnings from Lee here:
- **School doesn't actually teach you software** - University is generally rooted in theory and overly abstract exercises, leaving you with a very basic raw coding foundation. While that certainly has value, it's not enough to make you capable of doing actual software engineering, especially in a team environment.
- **Debugging is a critical skill** - Lee started off as a software analyst, which was a role that was much more focused on diving deep and fixing issues as opposed to churning out new features. The experience Lee got here was extremely valuable and continued paying dividends across his career, even after he transitioned to SWE.
- **Help others and keep an open mind** - Everyone works in different ways and will be comfortable/uncomfortable in situations that don't match that of others. This includes the neurodivergent population like autistic people, those with ADHD, and more. Be a true teammate by being understanding and accepting of these differences. Assume good intent, and if you aren't sure how you can best support a teammate, just ask them!

To learn more from Lee, you should 100% connect with him on LinkedIn where he writes some of the best posts (and comments) on the entire platform: [Lee's LinkedIn](https://www.linkedin.com/in/lmckeeman/)

Here's some of the incredible wisdom Lee has shared on Taro:
- ["What does it mean to not require handholding anymore?"](https://www.jointaro.com/question/5vEWajcZlSi7nlohTGtJ/what-does-it-mean-to-not-require-handholding-anymore/)
- ["How to Balance Responsibilities: Prioritizing Personal Work vs. 'Glue Work' in a New Team Environment."](https://www.jointaro.com/question/9NL4LP40xHy5sgGMvsmB/how-to-balance-responsibilities-prioritizing-personal-work-vs-glue-work-in-a-new-team-environment/)
- ["Can someone elaborate on "always treating feedback as a gift"?"](https://www.jointaro.com/question/4DoEnMIq2ISadfAJuwp9/can-someone-elaborate-on-always-treating-feedback-as-a-gift/)
- ["What do career levels structure in big tech company look like? What are the responsibilities for each level?"](https://www.jointaro.com/question/qV5oikdcgs4GWmGeousX/what-do-career-levels-structure-in-big-tech-company-look-like-what-are-the-responsibilities-for-each-level/)

Growth And Promotion 1/6: Course Intro

What's in this course:

- How to ask for promotion and growth
- Helping out to earn trust
- Advanced lessons for any level
- Prioritization

Starting at Amazon as a Senior Manager, then Director, then Vice President, Ethan has had decades of experience at top tech companies. This career growth course is developed from his own knowledge and input from his extensive network of fellow coaches and executives. (See Rahul's interview with Ethan about [**the top 1% of engineers.)**](https://www.youtube.com/watch?v=b6P83dtntKo)

- Connect with [**Ethan on LinkedIn**](https://www.linkedin.com/in/ethanevansvp/)
- Taro members get a discount to join [Ethan's Level Up community](https://levelupwithethanevans.substack.com/taro25)

Amazon Behavioral Interview [Part 1] - Intro

This video introduces a mini-course designed to help viewers master behavioral-based interview questions, commonly used by top companies like Google and Amazon.

- **Focus:** The course emphasizes a framework and process to effectively answer these questions, drawing on the instructors' extensive experience (one was a Google interviewer, the other an Amazon Barraiser).
- **Benefits:** By learning this approach, viewers can confidently handle any interview, reduce stress, and significantly increase their chances of landing their desired job.
- **Content:** The course includes downloadable worksheets and other resources to guide viewers through the process of mastering the "STAR" method (Situation, Task, Action, Result) for answering behavioral questions.
- **Instructors:** The instructors have a combined wealth of experience in interviewing and being interviewed at top companies, ensuring the course provides valuable and practical insights.
- **Goal:** The ultimate goal is not just to teach the STAR method, but to boost viewer confidence and significantly improve their chances of success in job interviews.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

During [**"How Rahul's Compensation Went From $400K to $800K at Meta"**](https://www.jointaro.com/event/how-rahuls-compensation-went-from-dollar400k-to-dollar800k-at-meta/) session, Rahul mentioned only a few projects are important. I would love to get some concrete examples from Rahul or others on what that looks like. This is my very first question that I am posting in Taro forum. Thank you for the encouragement Alex. Looking forward to everyone's answers.

How to figure out what the most important projects are?

I've heard Alex, Rahul, and other engineers within Taro talk about handholding when joining a new company for all engineers and for newer engineers in general. 

What does it mean that an engineer doesn't require handholding anymore? Does this mean the frequency of the questions gets diminished or is it more about needing as much initial help to start tasks or something else entirely?

What does it mean to not require handholding anymore?

Amazon Case Study: The Ultimate Guide To Navigating A PIP

Case studies are valuable to (1) realize that you are not alone and (2) learn from the experiences of others and see what you can apply.

We’ll start with a new grad Amazon engineer who joined during the pandemic.

- **Before**: First job out of college, was on Focus after 6 months
- **During**: Shocked when they found out (URA quota suspected). Manager became more “HR-like”, less candid
- **After**: Went through the PIP and failed, even though they showed improvement

Does it make more sense to specialize in something? I feel like senior engineers focus more on a specific area, while mid-level engineers work on something that’s more generic.

If I were to specialize, how do I pick something that’s going to be on the cutting edge in 5-10 years? I want to work on something that stays relevant long into the future - Are there any specific technical spaces that you're excited about that fit this description?

I feel like senior engineers tend to focus on a specific area. How can I pick a specialization that's still relevant in 5-10 years?

Looking for resources on increasing your team's / peer's productivity. I thought I've seen some videos / posts in the past about this and wanted to brainstorm some ways I can boost the productivity of those around me.

Looking for resources on increasing your team's / peer's productivity

Getting To The Top 1% Of Amazon Engineers - Productivity Tips From A Life Engineered

Steve Huynh, from the popular channel A Life Engineered, talks about the 3 parts of his productivity system. After spending more than 17 years at Amazon and obtaining the coveted Principal Engineer title, Steve spends a lot of time thinking about peak productivity. 

Timestamps:
- 0:00 - Intro to Steve
- 0:40 - Why invest in a system for time management?
- 2:30 - Have a healthy relationship with notifications
- 6:02 - Optimize your schedule
- 9:00 - Optimize for impact (not comfort)
- 11:25 - How Steve organizes his time

Related questions:
- [When to check email to maximize productivity?
](https://www.jointaro.com/question/aBmMAXWqsQ8gYxyAJcpq/when-to-check-email-to-maximize-productivity/)
- [Is typing speed important as an engineer?](https://www.jointaro.com/question/JeBsvDeGQf01ritm98W0/is-typing-speed-important-and-what-speed-is-acceptable-for-a-dev-looking-to-work-at-faang/)
- [How do I estimate my sprint tasks better?](https://www.jointaro.com/question/3R6yRStSzDMmvLRCiMVV/how-do-i-estimate-my-sprint-tasks-better/)

Connect with Steve: 
- [Taro](https://www.jointaro.com/profile/aZJL3ucq9dQnscO09F4JDRkgPo72/)
- [YouTube](https://www.youtube.com/@ALifeEngineered)

I would like some info on how hiring decisions are made. I understand DSA and System Design are important but HMs know these aren't good predictors of performance so I see a disconnect there.

I'd like to understand what goes through the mind of the HM and/or committee before a decision is made.

I know it's a broad and complicated question that has different answers depending on the company, but any info is helpful.

In particular, what are the upsides of living in the SF Bay Area? Is it worth the high cost of living?

For my situation in particular, I would like to end up at Amazon working full-time after school, but I don't live in Seattle or the Bay Area (I live somewhat close to another major metro area). Does moving make sense?

How important is location for software engineers?

I am working with AWS and I was just promoted from L4 to L5 SDE role. I am yet to have the revised compensation discussion with my manager and was thinking if it is possible to negotiate the offer. During the annual PCS conversations, it was mentioned that the managers have more leverage for salary negotiations during the promo review. I want to understand what parts of the compensation I can negotiate upon. Does anyone have experience with this?

Thanks!

Salary negotiation for L4 to L5 promotion

The Journey to Staff Engineer In Big Tech - Q&A

This is the Q&A portion of the Staff Engineer Panel discussion. Watch the [main content here](https://www.jointaro.com/lesson/SaYyJGLYvrAy4XGrDhy7/the-journey-to-staff-engineer-in-big-tech-panel-discussion/).

The journey to Staff Engineer is unique for everybody. In this session, we talk about all the ways we got there! Senior Engineer is a terminal level at most tech companies. 

Staff Engineer is the next level up. This is referred to as Staff at Meta/Google, or Principal Engineer at Amazon/Microsoft. 

Questions answered in the video: 
- I'm making a career change into Software Engineering -- what advice would you have? I want to get into Augmented/Virtual Reality.
- I'm already a Staff Engineer, but I'm struggling with performance management. What advice would you have to exceed expectations?
- What resources would you recommend to improve at communication? What is an effective way to find a mentor?
- I'd like to first become a Tech Lead (TL) and then transition into a Staff Engineer role. What advice would you have for me?
- I'm a Data Engineer (DE) and big fan of Zach! How do I show the impact of my work to a manager who may be unfamiliar, especially since I don't do frontend?

See discussions about Staff Engineers on Taro: [https://www.jointaro.com/topic/staff-engineer/](https://www.jointaro.com/topic/staff-engineer/)

Publicly available promotion stories:
- [Ryan's Instagram video processing improvements](https://engineering.fb.com/2022/11/04/video-engineering/instagram-video-processing-encoding-reduction/)
- [Rahul's internal tool for debugging](https://www.jointaro.com/lesson/qvp2quodqAEWSkN7sayt/case-study-building-a-meta-internal-tool-to-empower-an-entire-org-staff-promotion-story/)

Panelists:
- [Zach Wilson](https://www.linkedin.com/in/eczachly/)
- [Rahul Pandey](https://www.linkedin.com/in/rpandey1234/)
- [Carly Taylor](https://www.linkedin.com/in/carly-taylor-data/)
- [Lee McKeeman](https://www.linkedin.com/in/lmckeeman/)
- [Ryan Peterman](https://www.linkedin.com/in/ryanlpeterman/)

Hey everyone! \
\
I just passed all my Meta interviews for E4 in infra! and now I am onto team matching!\
However, my recruiter wants me to try out for the monetization/ads org, but I've heard a lot of bad rumors about that org, notably that work life balance is awful and stress is really high. (Blind seems to especially dislike it haha)\
\
Does anyone have real experience with that org here? Are the rumors true?\
\
I don't mind a little bit of extra stress and doing some overtime from time to time as long as it's not overtaking my personal life. \
For instance at Amazon (Gen AI) there were months where I was doing 80h+ per week non stop and that's the number one reason why I would like to leave tbh.\
\
This is only the fast track option that my recruiter is offering me tho, I might still be able to get into the normal team matching pipeline afterwards too.\
\
Anyways, thanks in advance! :) 

Just got into Meta as E4 but need some guidance on team matching

**Preparation**: Standard top 100 LC problems + Infra System Design Problems + Behavioral problems (STAR)

### Interviews

**Meta phone screen:** Asked two questions directly from the top 50 LC tagged (**Array Sum** and **Tree BFS** categories). Aced both questions and was notified the next day that I had moved on to onsite.

**Onsite prep**: This would be my first system design interview and I didn't want to mess it up. I booked multiple [**Hello Interview**](https://www.jointaro.com/perks/) mocks and though they weren't cheap, I was satisfied with the overall quality, feedback, and accurate grading.

**Meta onsite 1 (coding)**: This round tripped me up and I was disappointed given how much I had prepared 🙁

- First question: [**Tree BFS**](https://www.geeksforgeeks.org/level-order-tree-traversal/) (got optimal runtime, but not optimal space)
- Second question: **Multiple binary searches** on an array (did not get the optimal solution, couldn't find a question to tag)
- Immediately after the round, I realized my mistakes on both questions but couldn't go back and change it 🙁

**Meta onsite 2 (behavioral)**: No surprise questions and I answered them to the best of my capacity stressing my ability to work with other people specifically

**Meta onsite 3 (system design)**: The question is similar to [Post Search](https://www.hellointerview.com/learn/system-design/problem-breakdowns/fb-post-search)

- I had trouble understanding the interviewer and threw all my system design knowledge out there. There wasn't much discussion but I did mention concepts such as inverted index, sharding, replication, hot partitions, cache invalidations

**Meta onsite 4 (coding)**

- This was my strongest performance and I was proud of myself after this round. I solved both questions optimally
  - Question 1: [**Number Verification**](https://leetcode.com/problems/valid-number/description/) **(LC Hard)**
  - Question 2: [**Tree BFS**](https://www.geeksforgeeks.org/level-order-tree-traversal/)
- Surprisingly (given my other rounds) I received a call the next day saying that they wanted to give me a **follow-up** coding round

**Meta onsite 5 (follow-up coding)**

- I fumbled this round, which was especially heartbreaking. The questions were related to **Palindrome (LC Hard)** and **Grid DFS**
- Same day I was notified that I was rejected 🙁

Eye-opening experience overall and I know I have much more work to pass next time around. Total time: \~1.5 months

My Meta Interview Experience (Mid-Level [E4] | USA | Reject After Follow Up)

Would you recommend software engineers try a rotation as an SDM (software development manager)? What benefits or drawbacks would you say would come from making that switch to SDM?

Would you recommend SDEs try a rotation as an SDM?

Growth And Promotion 2/6: Author Intro

This video covers the course outline and Ethan's background:

- The career growth recipe: explaining the magic loop.
- Beyond the basics: Advanced tactics for high performers, guidance for leaders.
- Prioritization: How to make time to focus on your growth, specific steps to ensure that you do the most valuable work
- Summary: re-iterating key points.

Starting at Amazon as a Senior Manager, then Director, then Vice President, Ethan has had decades of experience at top tech companies. This career growth course is developed from his own knowledge and input from his extensive network of fellow coaches and executives.

- Connect with [**Ethan on LinkedIn**](https://www.linkedin.com/in/ethanevansvp/)
- Taro members get a discount to join [Ethan's Level Up community](https://levelupwithethanevans.substack.com/taro25)

I used to describe project in three sections:

1. Problem
2. Action
3. Impact

Not every project is straight line. Some projects have lot of ambiguities and need lot of discussion to clear those ambiguities, certain features where we spend are de prioritized/removed, process challenges, changing direction/vision. How to explain all these as a story to express the complexity of the project by showing the challenges faced?

Any examples to describe the project as a story for promo docs?

Growth And Promotion 5/6: Prioritization

Key points:

- 💡 Prioritizing important tasks over urgent but less important tasks is key to career success.
- 🔔 Urgency often creates false importance, like notifications that demand attention but don't actually matter.
- 🔥 Focus on tasks that are both urgent and important first, like handling emergencies.
- 🚫 Learn to say 'no' to tasks that are urgent but not important in order to focus on high-impact work.
- 🤔 Many tasks we put off are important but hard, and tackling them first can improve productivity.
- 🏗 Break down large, difficult tasks into smaller pieces to make consistent progress every day.
- 🪨 Think of your day as a jar: put the big rocks (important tasks) in first before filling it with sand (small tasks).
- 👥 Delegation is key to efficiency: give away tasks you’ve mastered to others so you can focus on higher-value work.

Starting at Amazon as a Senior Manager, then Director, then Vice President, Ethan has decades of experience at top tech companies. This career growth course is developed from his own knowledge and input from his extensive network of fellow coaches and executives.

- Connect with [**Ethan on LinkedIn**](https://www.linkedin.com/in/ethanevansvp/)
- Taro members get a discount to join [Ethan's Level Up community](https://levelupwithethanevans.substack.com/taro25)

I have my 1:1 catch up call scheduled with my manager soon, this is the first 1:1 / call I'll be having with him since I met him in the interview. What are some of the good questions I can ask w.r.t to the team and the work that I'll be doing? He had taken my System Design interview and there he went on to talk about the team for 15 mins where we discussed about the team work, team size, on call structure, wlb etc. One important point which I feel is that I won't be joining the team immediately, there's still 3 months time.

What questions can I ask to my to-be manager about the team I'll be joining?

I am looking for some good books or detailed courses on system design which are targeted for Mobile engineers specifically.

What are some good resources for learning Mobile System design?

[Distributed Systems Deep Dive] Design a KV such as Dynamo DB

This is a session on DynamoDB if you're looking to understand how to design a distributed key-value stores. We'll start with what DynamoDB is and why people are using it. Expect a run-through of its architecture and a straightforward explanation of how data gets sliced for efficiency. We'll also cover what happens when things go south and how DynamoDB keeps data consistent and up-to-date as well as the pros and cons.

If you write code and care about making it scale, this will be worth your time.\
\
**Dynamo Basics:** Understand what DynamoDB is built for and when to use it over other databases.

1. **Architecture:** Get to grips with DynamoDB's architecture - how it's built to scale effortlessly and provide consistent performance.

2. **Data Handling:** Learn about partitioning strategies that spread data across nodes effectively and replication techniques that prevent data loss.

3. **Resolving Conflicts:** Master vector clocks for resolving data conflicts in a system designed for eventual consistency.

4. **Operational Workflow:** Gain insight into the lifecycle of 'put' and 'get' operations and how DynamoDB handles data under the hood.

5. **Merkle Trees:** Understand how DynamoDB uses Merkle trees to synchronize data across distributed systems efficiently.

6. **Gossip Protocol:** Learn the workings of the gossip protocol for node communication and how it contributes to DynamoDB's robustness.

Thanks to [Alex Poon](https://www.linkedin.com/in/thealexpoon/) for leading this session!

Master The Behavioral Interview [Part 19] - Cultural Values

Culture fit is real. A lot of tech companies have toxic culture and don't vet for it properly, but that doesn't change the fact that culture fit is extremely important to running a healthy engineering organization. This lesson teaches you:

- Why cultural values are important
- What you should do to effectively study and internalize the cultural values of a company you are interviewing with
- How to weave a company's cultural values into your behavioral interview answers through an example with Alex for his Meta interview

If you're curious as to how Meta's engineering culture works: ["Is sprint planning and agile not a thing at Meta?"](https://www.jointaro.com/question/tB7borE2AWb1KcuFEcon/is-sprint-planning-and-agile-not-a-thing-at-meta/)

Amazon Behavioral Interview [Part 2] - Tell Me About Yourself (Answer)

This video provides a glimpse into the speaker's diverse career journey.

- **Career Trajectory:** The speaker has a varied background, spanning finance, baseball analytics, marketing at American Express, and roles at tech giants like Google, Facebook, and Salesforce.
- **Focus on Customer:** The speaker emphasizes their consistent focus on the customer throughout their career, influenced by their time at customer-centric companies like Amazon and American Express.
- **Entrepreneurial Ventures:** The speaker founded Kadima, a business focused on helping underrepresented talent break into top tech companies, highlighting their passion for supporting others.
- **Return to Tech:** After exploring entrepreneurship, the speaker is seeking a return to the tech industry, driven by the need for greater stability and financial security for their family.
- **Amazon Opportunity:** The speaker expresses excitement about a potential opportunity at Amazon, recognizing the company's customer-centric approach and rigorous standards, aligning with their own values and career goals.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

Why It Doesn’t Make Sense To Have a 5 Year Career Plan

Most productivity advice is about getting as much done as possible in the short term: *how do you optimize this week or this particular project*? How does productivity and time management fit into longer term career plans? How much time should be spent around planning your career years from now?

The answer is, **not very much**. Too much will change in 5 years to build your life around that: your experiences and attitudes may change, and the world will certainly change. 

Instead of working backward from the perfect job or career in the long term, it’s better to start with your desired lifestyle. 
- Where do you want to live? 
How much money do you need to make? 
- How busy will you be? 

It’s worth reflecting on what your desired lifestyle is, and check-in periodically to evalute if your goals have changed.

However, this is very different from setting goals. **A good goal is SMART: specific, measurable, achievable, relevant, and time-bound**. If you have a goal which is more than a year away, it’s worth breaking it down into something which can be relevant and time-bound.

When you have established a goal of the proper time duration, you should spend 5-10% of the time in planning how you’ll execute on the project. For example, if you’re planning a project which will likely take 100 hours of work, spend 5-10 hours (a few days of work) in doing the planning behind it. 

Connect with Steve: 
- [Taro](https://www.jointaro.com/profile/aZJL3ucq9dQnscO09F4JDRkgPo72/)
- [YouTube](https://www.youtube.com/@ALifeEngineered)

Negotiation Course: Recruiter Case Study: Insights From An Ex-Amazon Recruiter

This was a conversation with a recruiter who spent several years as a recruiter at Amazon and Uber.

She believed everyone should negotiate, but only when the company wants to give you an offer. 

- Most recruiters won’t prevent you from shooting yourself in the foot if you share too much information in the phone screen.
- Amazon would let go of unreachable candidates, e.g. Meta, if they sensed the candidate was already lost.

She also shared the dangers of getting starstruck with a company, e.g. Uber hiring in LATAM hired many people who didn't negotiate at all.

As I think about my career a few years from now, I wonder if I will continue to learn and grow at Amazon or if it would make sense for me to switch to a startup. I do care about compensation as well so that may be a limiting factor in jumping to a startup. What advice do you have for someone who may be interested in working at a startup vs. Big Tech? How many years of experience should I rack up at Amazon / in Big Tech before moving to a startup?

How many years of experience should I rack up at Amazon / in Big Tech before moving to a startup?

I was recently laid off from AWS. I see few open roles for SDE-1s but descent number for SDE-2 roles.

Should I study system design and apply for SDE-2 roles or focus on SDE-1 roles?

I have not studied for system design interviews. I estimate that I will need 2-3 months of studying before I can pass the interviews. My YOE is low for SDE2 and I might be wasting my time applying for SDE2.

Here is a breakdown of my experience:

- SDE-1 at AWS: 1 year 9 months (not including 2 months for WARN)
- SDE intern at NASA JPL: 1 year
- Undergraduate Researcher: 3 years. Co-author on 3 papers. First-author on 1 paper. All reputable journals.

My manager at AWS was telling me that I should apply for promo in the next few months (after finishing a project). I got laid off before I could apply.

Is there anything I can do now to make me stand out as an SDE2? For example, contributing to open source. I want to try being an entreprenuer but I know few ventures make more money than working at FAANG so maybe it's not a good idea.

Laid off. Should I apply for SDE2 or SDE1?

I'm new to the team, and I want to make an impact quickly. How can I quickly gain respect of people on the team? Are there certain things I should do as I act/react to other people?

When my teammates think of me, I want them to see someone respected/important. How can I do that?

Growth And Promotion 4/6: Beyond The Basics

Topics covered:

- 🔄 Stop asking and start suggesting solutions to help move toward your goals.
- 💼 Offer to take on tasks that align with your desired career path, such as stepping into product management roles.
- 🤝 Build trust by offering solutions rather than waiting for your boss to assign tasks.
- 🚀 As you grow in your role, learn to anticipate problems and solve them without needing direct permission.
- ✨ Becoming proactive and solving issues without being asked makes you valuable and trusted by your manager.
- ❌ Avoid bad habits like nagging for promotions or stepping on others to advance your career.
- ⚖️ Balance ambition with responsibility—don’t rush through promotions or switch roles too quickly. 🏃‍♂️ Chasing hot trends without focus can hinder your long-term career growth.
- 💡 Don’t compare yourself to others—focus on your own performance and growth.
- 📋 Be mindful of bad managers who may exploit you, but understand their motivations and manage relationships carefully.

Starting at Amazon as a Senior Manager, then Director, then Vice President, Ethan has decades of experience at top tech companies. This career growth course is developed from his own knowledge and input from his extensive network of fellow coaches and executives.

- Connect with [**Ethan on LinkedIn**](https://www.linkedin.com/in/ethanevansvp/)
- Taro members get a discount to join [Ethan's Level Up community](https://levelupwithethanevans.substack.com/taro25)

Definitions:

Backend: Distributed Systems, scalable applications, fault tolerant systems, control plane applications, API development, uses higher-level languages like Java/Python.

Low-Level: Database Internals (Query Optimization, Transaction processing, Data/Storage engines), Compilers, GPUs, latency sensitive software, accelerators. Usually C/C++.

Which is better for long-term career growth and compensation?

Backend (distributed systems) vs Low-Level Systems (C++)

I'm currently a mid-level engineer, and I've already made a good amount of progress towards senior. However, I'm looking to change teams as I don't like the work too much on my current team, and I want to minimize the progress "loss" as much as possible in my new team by finding one that sets me up well for the mid-level -> senior promotion.

What’s a good team composition for this? Do you just want a good mix of all levels? What other factors besides team composition should I look for when it comes to evaluating a team on this axis?

How do I find a good team that sets me up for the mid-level -> senior level promotion?

Hi all. I got laid off in April from Amazon. I have been looking for a job since then but I am a junior engineer and I haven't been able to get an offer. Someone at Taro suggested that I fill the gap by claiming that I was working on my own startup. This could get me to the mid-level bar. 

I thought about doing some personal projects and claiming that I was trying to monetize them but failed. I am concerned that recruiters and hiring managers are going to see right through that though. Side projects are ideally done on the side of my full-time job.

What are some ways that I can fill the employment gap and get to the mid-level before I secure a full time job?

What is the best way to fill my employment gap?

The Framework Through Which To Evaluate Engineering Productivity

When you reflect on your day or week, two spectrums through which to evaluate how your time was spent: 

1. How much of your time was spent **reactively vs proactively**?
2. How much of your time was spent **consuming vs creating**? 

The most productive engineers (and the most senior engineers) are very proactive, and they also lean heavily on the creating end of the spectrum. That means you should spend less time passively attending meetings, and more time breaking down projects, writing code, and setting direction for your team.

It’s much harder to create content compared to consuming content. But the majority of impact as an individual or business comes from creation. As a result, the world rewards the people who are able to create high quality video/code/writing over a long period of time.

- [Reactive vs proactive as a manager](https://www.jointaro.com/lesson/VCSrWjEBu3WCaSWCn2ak/signs-of-a-bad-engineering-manager-reactive-vs-proactive/)
- [A hack to supercharge your learning when you create - the Lego Model](https://www.jointaro.com/lesson/9cVK5zsAQstbTCc1wrWx/how-the-best-software-engineers-learn-the-lego-model/)

Connect with Steve: 
- [Taro](https://www.jointaro.com/profile/aZJL3ucq9dQnscO09F4JDRkgPo72/)
- [YouTube](https://www.youtube.com/@ALifeEngineered)

I want to know if I'm ready to start interviewing. Here's some additional context:
- I'm confident with easy and easy-medium questions, 50-50 with normal-mediums, and I'm having tough time with harder-mediums and hards.
- I can identify and apply most patterns but the topics I struggle with are heaps, bit manipulation (python sucks here), backtracking, and dynamic programming.
- I'm more confident with System Design than LeetCode due to professional experience. I also studied through 4 use-cases in Grokking the System Design for practice.
- I've done 217 Leetcode questions total in the span of 1 year. Of those, 100 new questions were done in the past 6 months. I also re-do questions using spaced repetition in a Notion table with ToDo, 
- For recruiter phone-screens I kinda struggle to explain what I do in my role since I do a little bit of everything. I need to work on a concrete explanation.

Did 217 Leetcode across 1 year - Am I ready for interviews?

I am a software engineer with 3 years experience at a fintech company and I am on H1B visa with 33 months left. I recently got offers from Amazon L5 and Meta E4.

I am debating between two positions because I know Meta has an up or out policy. If I can’t get promoted after 33 months I will run out of my H1B time to switch job. With Amazon I can stay at L5 and potentially relocate to another company (supposed I dont get PIP). I see myself as a hard worker but I am not as fast at coding as others.

I like the work at Meta better but I am worried I can't survive there reading many comments that Meta moves much faster than Amazon.

I have the following questions and would greatly appreciate any guidance:

With Meta

1. How are the ratings Meet most, Meet all, Exceed Expectations decided at Meta ? Are they evaluated based on the 4 axes (Impact, Direction, Engineering Excellence and People)?

2. If I complete all projects within the timeframe I agree to , do I get MM, MA or EE ?

3. How does one get Meet Most ?

4. Does the obsession with “impact” and “metrics” at Meta lead to people competing for sexy projects only and avoid things that are harder to measure like Engineering Excellence (refactoring codebase) ?

5. For work that falls under the Engineering Excellence category, what are some tips to justify or measure their impact ?

6. Is it better to give conservative estimate for the projects I work on to meet the deadline so I can get Meet All ? Or doing this will put me at risk of not delivering enough work in each half ?

With Amazon,

1. How does one get PIPed ? Not completing as many tickets as others ? Not finishing the project they promise to deliver ?

My other concerns are 

1. Green card: Meta labor market test failed 99%. Amazon paused PERM for the last 2 years so no data to compare but they said they will start PERM process (maybe batch PWD) for me 4/2025

I know it is not an offer evaluation platform but I would greatly appreciate any suggestions to guide my decision making process. Thank you

Surviving at Amazon vs Meta as Mid Level software engineer

There were some great tips on this question, <https://www.jointaro.com/question/CModSkZ4LWzw9bdaiakt/what-are-some-thoughts-on-maintaining-good-meeting-hygiene/> that was previously asked. Our team is pretty good at steps 1 & 2 that Alex mentions regarding setting an agenda and sending the invite beforehand. However, the team really struggles to make sure the meeting agenda is achieved. We have a lot of great discussions but they are not related to the objective of the meeting. How can we bring the discussion back to the main agenda without being rude and cutting potentially important tangents?

I am joining Amazon soon as SDE 2. At my previous job, I was a higher end SDE1. I have owned small internal services at my previous job. I would like to know what are some of the things that can be expected from me as SDE 2 @ Amazon ? I am expecting more ownership, but is that the only thing? I did ask the same question to my manager but he seemed very chill about it and said that he cannot say anything at the moment, maybe in our 1:1s we can discuss more clearly. Also, if you can let me know how the expectations vary across levels for Junior and Mid level and what can I do to hit the ground running and create a good impression from the very start, that'd be great. I am sure that you must have seen various E3 / E4s at Meta. If you can relate to what exactly was the difference that you saw, that'll be super helpful.

Expectations at different levels? (Junior vs Mid)

I have just joined a new team, and have my first coding task. I am currently terrified about taking the first step and writing some code and testing it.

I have spent a lot of time researching solutions, but have found myself bit in the past because of a lack of testing and research, and also am just terrified of breaking things.

What are some suggestions for getting over this fear, and how can I be more confident that the testing and implementation cover all edge cases and won't have bugs?

Getting over a fear of breaking code - How to do it?

Amazon Behavioral Interview [Part 5] - Stakeholder Management (Answer)

This video segment focuses on the interviewee's approach to stakeholder management.

- **Experience:** The interviewee highlights their experience managing global and cross-functional teams, emphasizing their ability to navigate complex situations with multiple stakeholders.
- **Example: Prioritizing Customer Support:** The interviewee describes a specific example at Tableau where they led an initiative to change the customer support prioritization system. This involved gathering input from various stakeholders (sales, support, finance) and addressing their concerns.
- **Challenges:** The interviewee acknowledges the challenges of balancing the needs of different stakeholders, particularly the conflict between prioritizing high-value enterprise customers and maintaining support for smaller businesses.
- **Strategies:** To address these challenges, the interviewee emphasizes the importance of:
  - Understanding the goals and priorities of each stakeholder.
  - Using data and facts to support decisions.
  - Building consensus through clear communication and collaboration.
  - Seeking support from key leaders (e.g., the Chief Revenue Officer) to help address resistance from certain stakeholders.
- **Key Takeaway:** Effective stakeholder management requires strong communication, active listening, and the ability to navigate conflicting priorities while maintaining a focus on overall business objectives.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

Amazon Behavioral Interview [Part 3] - Tell Me About Yourself (Feedback)

This video provides feedback on an individual's "Tell me about yourself" response in a job interview.

- **Strengths:**

  - The speaker effectively used a quick joke and the "Moneyball" analogy to create a memorable and engaging introduction.
  - They highlighted their focus on customer-centric work, aligning with Amazon's values.
  - The speaker skillfully leveraged their experience at prestigious companies like Google, Facebook, and Salesforce to demonstrate their value and expertise.
  - They effectively communicated their entrepreneurial venture, Kadima, as a side gig without appearing overly self-promotional.

- **Alternative Approach:**

  - The feedback suggests an alternative approach: starting with their current situation and then explaining their career journey leading up to that point.

This feedback offers valuable insights into crafting a compelling and impactful "Tell me about yourself" response for job interviews.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

[Case Study] How to Quit Your Job The Right Way (w/ ex-Netflix TL Michael Lin)

[Michael](https://www.jointaro.com/profile/Ab2xedZA7RhROW0wo9wBHIJbAsX2/) famously [quit his $450,000 job at Netflix](https://www.jointaro.com/blog/why-i-quit-a-450k-engineering-job-at-netflix/), and asked for (and received) a severance package in the process! If you're thinking about quitting your job, consider these points **before** leaving: 

### Timing is important
- It’s better to leave on the 1st of the month than the 31st because employee benefits renew on a monthly basis.
- If you leave on the 1st, it’s like getting a full extra month of benefits. 
- But if you leave on the 31st, your benefits may end the next day.

### Quitting is a trade-off
- You’re weighing that the negatives of staying outweigh the negatives of losing out on income.
- If you have to cut vacations, move away from loved ones, and say no to social events, then those negatives may outweigh the negatives of your job.

### Act with urgency
- If your career is not going the right way, take action quickly.
- If you stay an extra two years at a job you wanted to leave and did this over five jobs in your lifetime, that’s ten years of your life spent doing work you never wanted to do.

---------
- Connect with Michael on [LinkedIn](https://www.linkedin.com/in/michael-lin-tech/)
- Subscribe to [Michael's newsletter](https://michaellin.substack.com/)

Related questions: 
- ["Should I request a voluntary layoff to my manager?"](https://www.jointaro.com/question/FnInc1bJ3AUJBz0grFyj/should-i-request-a-voluntary-layoff-to-my-manager/)
- ["Should I quit to prep for interviews?"](https://www.jointaro.com/question/Cno3oaZkvUu7BPLhHB7g/should-i-quit-to-prep-for-interviews/) from a Data Engineer

Amazon Behavioral Interview [Part 4] - Tell Me About Yourself (Discussion)

This video segment discusses strategies for individuals who may not have the same level of prestigious work experience as those who have worked at Google, Facebook, or Salesforce.

- **Focus on Impact:** Instead of solely focusing on the names of companies, emphasize the impact you made in your previous roles. Quantify your achievements whenever possible (e.g., "increased revenue by 1400%").
- **Keep it Concise:** The "Tell me about yourself" section should be brief and impactful. Aim for a concise summary (around 3 minutes) to maintain the interviewer's attention.
- **Avoid Excessive Detail:** Steer clear of irrelevant details, such as personal anecdotes that are not directly related to your professional experience.
- **Prepare Thoughtful Questions:** Demonstrate your engagement and interest by preparing insightful questions to ask the interviewer.

By focusing on these points, individuals can effectively present their skills and experience, even without a background at major tech companies.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

I see many experienced developers finding flaws in the existing architecture and also refactoring them to make it much better. I don't think I have yet gained the ability to identify loop holes in complex projects. However, I am able to fix issues if someone else calls them out pretty quickly.

How can I improve on this? What are some good resources to develop this skill?

How can I develop a mindset of a Senior Software Engineer?

Senior Software Engineer [SDE 3] at Amazon

I’m an electronics and communications engineer, I’ve been working in low-level software and hardware. I want to understand other domains – other technical teams and also dipping into PM strategy. I think this is limiting my growth in Amazon.

How can I branch out of my domain and learn about adjacent areas in order to build more scope?

Starting my first day and I was assigned an onboarding buddy. I was wondering what are some of the main questions I should ask.

Some questions I have asked:
1. Wiki on how to set up dev environment
2. Info about all meetings that I was invited to
3. More info about what our team does?

I'm wondering if there are any other main ones I should be asking or is it just ask as they come along?

What questions should I be asking my onboarding buddy?

Here's How To Identify A Superstar Leader

[**Ethan Evans**](https://www.linkedin.com/in/ethanevansvp/) is a retired Amazon VP who led teams of up to 800. Here are his two criteria to see your manager is worth working for.

**1\. Investing in people:**

- Look for a manager with a track record of **growing and promoting their team members**.
- Signs of this include:
  - Do reports of your manager often get promoted or take on higher responsibilities?
  - Does your manager actively create opportunities for your development and growth?
  - Does your manager provide good mentorship and guidance?
  - Managers with a loyal following strongly indicate their leadership qualities.

**2\. Personal trajectory:**

- Assess your manager's **career progression**.
- Look for:
  - Consistent upward movement and promotions.
  - A history of exceeding expectations and taking on greater challenges.
  - Faster-than-average advancement compared to peers.

**Reasoning:**

- A manager who invests in their people will more likely create a supportive and growth-oriented environment for you.
- A manager on a consistent upward trajectory signifies their competence and ability, potentially opening doors for their team's growth as well.

Explore more: 

- [Turning the Spotlight on Unsung Efforts: How to Be Perceived as Important and Impactful?](https://www.jointaro.com/question/G91Qd0GbID5AtnRbfGJE/turning-the-spotlight-on-unsung-efforts-how-to-be-perceived-as-important-and-impactful/)
- [How to manage a team towards high performance?](https://www.jointaro.com/question/O8vtGxsrwZebiSSlOlRd/how-to-manage-a-team-towards-high-performance/)
- [**\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)**](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)

Lessons From The Top: Managing And Growing 800 People (Ethan Evans)

[**Ethan Evans**](https://www.linkedin.com/in/ethanevansvp/) is a retired Amazon VP who now teaches managers how to break into executive levels. He was at Amazon for 15 years, and he became a VP in 2013 until he left in 2020. This wide-ranging interview covers many topics:

- Ethan's career trajectory, and how he entered the management path startlingly early.
- How do you know if an IC will be a good manager or not?
- What are the common reasons why managers fail to get promoted?
- Why do re-orgs happen, and why is there so much corporate speak?
- What should you look for in a leader?
- How are the senior-most engineers evaluated?
- Why did Ethan leave Amazon to become a full-time teacher?

Ethan shares valuable insights for anyone interested in management or career development.

**Key insights:**

- **Why did Ethan choose management so early?** He was drawn to it because that was the need from his team and his managers supported his decision.
- **What skills helped Ethan ascend quickly in startups?** High-growth environments provided opportunities, but Ethan capitalized on them by actively seeking problems to solve and proposing solutions. He took initiative and wasn't afraid to ask for more responsibility.
- **What advice does Ethan have for others?** Be proactive, identify problems, and offer solutions. Don't be afraid to step up and make the ask to your leadership team. "*Do good work and hope*" is not an effective strategy.
- **Careers are long**. Ethan was a "fake" startup VP before going getting downleveled as a manager at Amazon, and it took years for him to return to a true VP role, managing a team of 800 people.

**Helpful links:**

- [\[Masterclass\] How To Work Better With Your Engineering Manager](https://www.jointaro.com/lesson/2PbJb2fuqF3iMHy57eEg/masterclass-how-to-work-better-with-your-engineering-manager/)
- [Overcome Career Stagnation (5 Common Scenarios)](https://www.jointaro.com/lesson/UvGdGyBfHn4oNCfE77KV/overcome-career-stagnation-5-common-scenarios/)
- [Asking 7 Levels Of Engineers The Most Important Skill](https://www.jointaro.com/playlist/J9Io5lDGaYUpI8vGrUyI/)
- [**How do I figure out whether I should stay as an IC engineer or explore management as an EM?**](https://www.jointaro.com/question/Y6qIop9wpOlCYUL0nGs0/how-do-i-figure-out-whether-i-should-stay-as-an-ic-engineer-or-explore-management-as-an-em/)
- [**\[Masterclass\] What Software Engineers Should Look For In Their Engineering Manager**](https://www.jointaro.com/lesson/oeY7ncZhzJ5NO6dij5e7/masterclass-what-software-engineers-should-look-for-in-their-engineering-manager/)

Mid-Level Software Engineer at Taro Community

Hi everyone,

I received an offer from AWS for a SDE 2 role. I was planning on asking for an additional 50k sign on bonus for year 1. I would justify this ask with evidence of past work (saving on infrastructure costs, mentoring multiple engineers) and being willing to cancel other interviews (mix of onsites and first rounds).

I'm a boomerang and the offer is the same as my TC before I got laid off. I also read some Taro Q&A and negotiation videos but couldn't find a situation similar to mine. The email states:

**This will be the highest offer we are able to put forward at this time.**\
\
Is this a trick to try to get me not to negotiate?

I recently interviewed with two 100-person startups and both of them have one round of "pair programming" interview. In that round, we do live coding with a very simple coding question. An example question is to design a `Robot` class that has integer 2D coordinates and listens to keyboard input to move up/left/right/down - Intro to Programming level questions. They emphasis on class methods design and how the solution code is structured.

During the interview, I feel like the interviewer has a clear answer in mind of how it should be structured, but I can't read their mind. I asked what's the use case of my class (how it's called, call patterns, future features, etc...) and the interviewers say something like use your best judgement or ask the question back. The interviewers don't seem to be interested in input parsing and edge cases (like how many edge cases could there be for such a simple question?). They also asked what would you do if you want to deploy it to prod, which feels more confusing (I answered a few metrics, logging, tracing and monitoring stuff but not sure if that's what the interviewer is asking for).

I failed both, but I want to get some learnings out of it. What are interviewers looking for in this round and how should people prepare for it?

How to prepare for "pair programming" interview?

Senior Front-End Engineer [SDE 3] at Amazon

I’ve been a senior FEE at Amazon for almost a year now, and I’m still figuring out time management.

Sometimes I get overly involved in others’ tasks, or have too many meetings, or get overwhelmed by all the new campaigns and estimation requests constantly coming through the door while we’re in the middle of meeting deadlines.

How do senior FAANG engineers balance their priorities without overworking or burning out? 

P.S. it’d be amazing if Taro can get Steve Huynh (PE at Amazon) to talk about this topic in detail.

How do senior FAANG engineers manage time?

What is the difference between the product role and the infrastructure role at Meta? A recruiter reached out to me, but I'm not entirely clear on which position would be more suitable for my background. I followed up with the recruiter, but I still haven't received a solid explanation of the differences. With 10 years of backend experience, I want to ensure I make the right choice.

I'm looking to leave my current team, as I don't find the work to be interesting: I spend ~50% of my time on ops work.

I want to choose the right team that’s interesting to me, but it's tricky as I don’t exactly know what I want to work on. I just know that I want to work on the back-end and on a team where learning opportunities are flexible. During team matching, what kind of things would you look for in a team?

My priorities are as follows:
1. Interesting work
2. Growth opportunities
3. Compensation
4. WLB

How can I find a team with interesting work which is also healthy overall?

When working on a new task, I often find myself asked to estimate how long a task may take. Luckily, my team is pretty forgiving, but a critical step will be to start more accurately estimating tasks.

How do you get better at breaking down tasks to understand what needs to get done, and then giving proper estimations for how long those tasks will take?

How to do better estimation of task time length for sprint planning?

Here's the experience I have so far with leadership:
- I schedule meetings between teammates to clarify things for everyone when people seem to be lost or start asking a lot of questions in a trend. This usually helps unblock them.
- Most of my success comes from cross-team communications in terms of knowing and finding the right people for local tasks. I also jump on opportunities myself which usually end with good results. But I haven't yet been able to make a significant impact within my own team.

And here's more details about my current team:
- My team is myself, a PM, one full-time developer, and two other developers/Solution Architects that juggle other responsibilities part-time.
- I've had issues with a particular person who leans too aggressively sometimes questioning the impact of the work items I'm proposing. I'm able to work it out with them, but this relationship could probably be improved further.

How to demonstrate leadership (for promotion) on technical teams as an introvert?

Amazon Behavioral Interview [Part 6] - Stakeholder Management (Evaluation)

This video provides feedback on an individual's response to a stakeholder management interview question.

- **Strengths:**

  - The interviewee demonstrated strong stakeholder management skills by describing a real-world scenario involving cross-functional collaboration (sales, engineering, finance).
  - They effectively communicated their ability to navigate conflicting priorities and build consensus among different stakeholders.
  - They highlighted their experience working with senior leaders and understanding organizational goals (OKRs).
  - They acknowledged the potential trade-offs and the importance of balancing the needs of different customer segments.

- **Areas for Improvement:**

  - **Quantify Impact:** The interviewee could have further strengthened their response by quantifying the impact of their actions. For example, they could have mentioned specific data points such as increased customer retention rates or improved customer satisfaction scores.
  - **Highlight Unexpected Benefits:** The interviewee could have mentioned potential unexpected benefits of the new prioritization system, such as an increase in premium service subscriptions.
  - **Address Potential Concerns:** The interviewee could have proactively addressed potential concerns, such as the impact on customer churn for smaller businesses, and explained how these concerns were mitigated.

Overall, the interviewee provided a solid response that effectively demonstrated their stakeholder management skills. By incorporating the suggested improvements, they can further enhance their response and make it even more impactful.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

Hi all. I joined AWS after university and recently got laid off. I have 2YOE at AWS and a 1 year internship at NASA.

During undergrad the only thing I stood out for was having multiple publications. I suspect really talented undergrads in CS programs where targetting FAANG so there wasn't much competition. Maybe I was good at research though.

I am a US Citizen and I went to a medium tier university for undergrad. The name is recognizable but it's not impressive. What kinds of doors does attending a top university for MS CS open for me? I might be able to get into a top school like PHYMS.

Most people tell me that top schools are not useful after getting a couple YOE. I remember I was talking with someone that went to MIT for undergrad and they told me that there is a company that will basically give students $100,000 to do a startup and all they needed was an idea. They told me that it was pretty easy to get and many people got that at MIT. That's not something that would ever happen at my university.

I have some concerns:

1. I am not interested in doing research. I want to stay a backend SWE. MS CS is getting away from that.
2. I don't need a visa. Graduate programs in my experience are usually for international students that need a visa.
3. The opportunity cost and tuition cost of doing a masters is huge.

Should I go to a top MS CS program after getting 2 YOE in Big Tech?

Hi all. Got laid off from Amazon in April and still looking for a job (I know :/). I don't get any interviews with lower tier companies but I get interviews at top companies. Do you think that lower tier companies avoid me because I worked at Amazon and they know that I would leave when I get an offer from a top company?

Do lower tier companies avoid candidates that worked at top tech companies?

In one of Rahul's videos \[1\], he mentions his interview journey when he had \~3 YOE and how he interviewed for a Meta E5 SWE position.

I interviewed for Meta this year w/ 3 YOE similarly and they would **not** consider me for E5. This is also similar to most other people I know with 3 YOE.

Was it because he had a previous internship at Meta as well as his many other internships? I know Alex also interviewed at Meta with 3 YOE and was down-leveled.

Rahul also mentioned he received an L3 offer at Google (which makes no sense btw!). I'm curious to know how there was such a large variability in the offer levels. Thanks!

\[1\] <https://www.youtube.com/watch?v=FpBvQ-SPSDM&t>

How was Rahul able to interview for a Meta E5 SWE position with 3 YOE

The leadership principle is as follows:

> Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.

I have a hard time with this, e.g. my team is debating between two JavaScript frameworks. How do I stay firm in the decision while keeping others positive?

“Disagree and commit” is an Amazon leadership principle. How do I do that while still maintaining my relationships?

How Rigid Should You Be With Your Coding / Content Schedule?

As a 17 year veteran of Amazon, Steve understands seasonality. Q4, the holiday season, is crunch time. There’s a huge pressure on Amazon employees to keep up with demand, and engineers will routinely spend long hours to ensure stability and quality.

The key to doing sustained creative work is to lean in and lean out of periods of intense work, at the right times. Amazon employees know that Q4 will end, and therefore, the crunchtime will end within a few months.

Similarly, for content creation or writing code, **it’s important to segment your schedule into chunks where you can create a deadline or “crunch time”.**

Another perspective is to think about quantity vs quality. For your side projects or content creation endeavors, it’s worth being rigid for a bit (“a commit everyday” or “a video every week”), but it’s also worth changing the routine after some time.

Burnout happens when people don’t see an end in sight from a stressful period. 

- [Learn about burnout](https://www.jointaro.com/lesson/xsbM1ctL9HYa6d7E9ejh/the-silent-killer-of-too-many-software-engineer-careers-burnout/)
- [Avoid burnout](https://www.jointaro.com/question/CfPvvtIW02MxVwR1fnP4/how-can-i-avoid-burning-myself-out/)
- [3 Mistakes Engineers To Avoid (from an Eng Director)](https://www.jointaro.com/lesson/lhj2batcsdMiEOSKOGLo/3-mistakes-too-many-software-engineers-make-from-a-director-at-airbnb/)

Connect with Steve: 
- [Taro](https://www.jointaro.com/profile/aZJL3ucq9dQnscO09F4JDRkgPo72/)
- [YouTube](https://www.youtube.com/@ALifeEngineered)

I'm on a team with many new SDE 1s, and I'm trying to get them up to speed. However talking with all of them takes a lot of time, and it's affecting my velocity with project execution. My manager suggested that I set up office hours. Does that idea make sense and are there any other ways to make this all more efficient?

How can I teach and onboard other engineers faster?

Asking because I have some experience with it, which you can find below:
- I wasn't truly enjoying the work I was doing in my role from the very beginning. I think the fact that it is customer facing drains me the most and I keep feeling bad that I wasn't doing deep technical work.
- I completely burned myself out last year after joining a high-stakes team with too much ambiguity to deal with being early in my career. Also, my senior colleague left the team so most of the work landed on my shoulders. It was also a lot of the non-technical work I disliked.
- That burnout was the breakpoint of my decision to switch careers to SWE where I can be more hands-on. LeetCode is a grind on its own so this non-stop chase somewhat makes me question the whole field in general, but I'm probably just spoiled with the current opportunities I have.

How do you avoid mental burnout and passion loss across a long career?

I had an internship with Amazon last summer and was lucky enough to have the return internship offer for this summer. I am quite nervous because my tech stack skills are so weak. I am just good at technical interview because I do competitive programming and leetcode a lot, thats why I land my internship offer with Amz.

I forgot almost everything from my last internship. I have to admit that I was a very bad intern, not to say the worst intern. My mentor and the senior engineer of my team did the most of my last project so I got the return offer.

Please suggest me any sources to improve my tech stack skills, projects, open sources, ... so I can perform well at this summer. My team last year used Kotlin for backend codebase.

How to convert Amazon Internship to Full Time Offer this year?

I'm an incoming SDE intern and will be joining the team at the end of this month. I'm eager to get started and make the most of this opportunity. Last summer, I feel like I didn't perform up to my own expectations and left some room for improvement. I was fortunately to have a return offer but I think I don't really deserve it. This summer, I am committed to learning from my past experiences and striving to do my best. As part of my preparation, I'm planning to have a meeting with our manager to discuss my goals for this summer.

1. Are there any key topics or questions you recommend I should raise in this initial meeting?
2. How can I best communicate my summer goals to our manager?
3. Is there anything you wish you had known or asked when you first joined the team?

Advice for First Meeting with Manager - Internship

Hey everyone,

I've been abit lost in my job recently and feel disappointed by own performance. I'm part of an infrastructure team, and while the primary force pushing me forward is my personal engineering growth, I can't shake the feeling that the domain itself doesn't resonate with me. That said, being an average l4 I'm not in a position to switch teams.

What's keeping me going is the goal of self-improvement, which is helped from being surrounded by my incredibly talented colleagues, each bringing their unique strengths to the table. For instance, our senior engineer is an incredible communicator, teacher of concepts and general problem solver, another engineer is a coding machine and works extremely hard, and an L4 who joined at the same time as me is very customer-centric. In particular, it was through observing the L4 leveraging his strengths, while almost neglecting his weaknesses (he doesn't care as much about code quality and is quite argumentative) that I felt uncomfortable with my own trajectory. I've been so busy with trying to improve all my weaknesses that I'm now reflecting on whether I should focus on my strengths.

All of that said, I've been here for a year, and I'm struggling to pinpoint where my strengths lie. I'm willing to put more hours than others but for obvious reasons that should in no way be considered a strength (my manager described me as a hardworker, which i don't want to be known as haha). I'm also a very enthusiastic person and very open to feedback, but it leads me to being pulled in different directions. I don't think I can be an engineer that does it all and I think Amazon wants you to focus on your strengths through their conflicting leadership principles (e.g. bias for action versus insist on the highest standards, deep dive versus thinks big). I've been reading this book called Atomic Habits recently and it really focuses on the idea of identity and how that shapes your habits. It seems like everyone in my team has built an identity based on what they're good at, how can I find mine? And are there certain skills that provide higher ROI over others that I can perhaps focus on, given that I don't *really* have any strengths right now?

Finding Your Identity in a Role that Doesn't Quite Fit (while everyone else seems to be growing faster than you)

Software Engineering Intern at Taro Community

First of all, thank you guys for making these wonderful courses on Taro. The courses on Onboarding, Internships, Code Quality, and Promotions really helped me shine in my internship.

After my internship, my manager gave me "Strong Hire"; however, I was scared that headcount will be an issue so I applied to some other internships from different companies as "backup" (I planned to graduate an year later if I didn't get the return offer).

Luckily, I received a full-time return offer from Amazon. Now, I am in the interview loop for Google Internship. I am wondering what I should do:

1. Tell my Google Recruiter that I got an Amazon offer and don't waste their time.
2. Do the Google interview, and if I get the offer, go to Google for an internship before joining Amazon full time
3. Do the Google interview, and if I get the offer, reject the offer.

Additional context:

- My team at Amazon is amazing. I love working with software architecture, and the hours are really good. ***However, promotions are on the slower end.*** It seems like people from my team are getting promoted in 2.5-3 years.
- The location of Amazon will be in Vancouver (where I grew up - I don't need to pay rent), the location of Google is either Toronto or Montreal (where I will need to pay rent)

Full-Time Return Offer from Amazon, Google Internship Interview in Process

I'm currently working pretty long hours on the weekdays to boost my learning speed, but I know that this isn't sustainable. I feel like my micro-routines can be improved: How can I get the most out of each day? I'm also fairly new to the company, and I want to set myself up for a senior level promotion ASAP - These are 2 big reasons why this is very important to me right now.

Hi all,

I will be joining Amazon as an SDE 2 in a couple of weeks and wanted to see if anyone had any advice on how I can succeed at Amazon or large companies as an external hire. One of my worries is that I do not have experience working at a big tech company. Most of my experiences (3 YOE) have been in small to medium sized companies where I worked on a team of 10 - 15 engineer of with varying scopes of responsibility.

Any advice would be appreciated!

Advice for external hire joining amazon as an SDE 2

I've been an SDE 2 at Amazon for the past 4 years, consistently exceeding expectations. However, I'm feeling burnt out, and it seems like support for my growth is lacking. I'm contemplating taking a career break, but uncertain about the current state of the industry and whether I'll find equivalent-paying jobs upon my return. What advice can you offer?

I feel stuck at Amazon SDE 2 - What to do?

Cloud Support Engineer (Big Data) at Amazon

I'm a support engineer in big data profile working in Amazon web services, and I'm looking to transition into a SDE role within the teams like Spark, Hadoop, Yarn EMR infrastructure, etc\
\
At the same time I have been working hard on my promotion from L4 support engineer to L5 support engineer.\
\
Given a scenario if I get promoted to L5 support engineer and later, down the line I also get L4 software engineer role within Amazon, should I take the SDE role at a downgraded level, should I look outside or what should be the best route?\
\
Somebody I know has been working in Amazon BA and related positions for seven years, however they switched to SDE intern positions within Amazon. Do you think it is a wise move?

Should I downgrade a level to get a SDE role?

My manager told me in my 1:1 that he would like to see me working more independently. He had few points for me like utilize other engineers to unblock and have more discussions on team channel. I feel like I already work quite independently. I drive discussions on my own and involve stakeholders as needed. I speak out whenever I see any issue or I've something to contribute. 

I'm trying to understand what can I do more here and show my manager I'm already doing what he's suggesting. 

I'm in process for L5 promotion and I feel this feedback can negatively impact my chances.

TIA.

I've always been the one to dive into problems and solve them without thinking about how difficult they are but recently I've been running into this failure mode where many of the problems I work on involve using old tools that are cumbersome to work with. The result is that it takes much longer to deliver my work compared to those that work on packages with newer tools (I'm talking about native AWS lambda, s3, dynamo, etc) and sometimes I wonder if I'm doing what's best for my career.

Some cumbersome tool examples include

- One package uses an old technology that doesn't allow us to test our changes in our dev desktop before we can submit a PR
- Another package doesn't map correctly our dev desktop to the prod environment so it's sometimes difficult to reproduce the issue
- Some non aws tools do not really provide much information to help the user debug their problems compared to the native aws tools

My company has at least acknowledged the issues with the above first two bullets and has slowly started deprecating those tools. Oftentimes the senior and mid-level engineers work with newer tools and therefore aren't as familiar with the older ones, which is fine. I could just avoid working with these packages altogether and only work on the packages that involve the shiny new aws tools but I'm not sure if that mentality is what's best for my career.

Should I be wary of what tools I work with to maximize delivering impact?

I have two offers and am having trouble deciding which one to take

Company A: Non-Tech company with \~1500 employees. They have a cloud computing division to manage their infrastructure

- Position: Cloud Engineer (AWS)
  - Work would involve provisioning AWS infrastructure, performing maintenance, upgrades, optimizations, migrating environments to the cloud, etc
- Base Salary: 135k
- Bonus: 10k (if performance is met)
- Location: New Jersey
- Work Style: 2 days in the office

Company B: Pre-seed stage startup (2 - 10 employees)

- Position: Software Engineer
  - Work would involve building new features for the startup including categorizing and ranking trivia questions by difficulty, etc
- Base: 110k
- Relocation: 5k
- Equity: 1%
- Location: Los Angeles
- Work Style: 2 days in the office
- Founder Background: Used to work in Big 3 consulting. His/her last position was scaling a Series A startup
- Pre-Seed funding: $2 million
- Targeted seed funding: $3 - $5 million
- Traction: The app was launched 5 months ago and has acquired 45,000 users. The business used to be a marketplace and that's when they raised their pre-seed round ($2 million). Now the business is a trivia app for college students

What am I looking for?

- I'm not sure. My top preference is career progression/learning ability and given I don't have a family the startup option does make sense, however ...
- I greatly value stability
  - I've been through the tech interview process for *many* iterations now and it is *really* tiring to have to start over every year due to internships/bad-culture/layoffs/potential startup failing
  - Being unemployed for \~10 months now, I would say the majority of my interviews were for startup companies so I feel that getting an offer at a non-startup company is more rare/valuable (maybe?)

Any thoughts are appreciated. Thank you!

Should I go to a pre-seed startup or a mid-size non-tech company?

I'm a native Android developer, and I really enjoy doing the work. However, I want to make sure that I'm well setup across my career overall - Does Android have good prospects in tech going forward? On a related note, how does it correlate to future opportunities and growth within Amazon?

Does Android have a long-term future in the industry?

I am an SDE1 that was recently laid off from AWS (\~2 YOE total). Lately, I have been reflecting on what I wanted to do/what really excites me. I really enjoy software development and while I do want to get another job one day, I wanted to use this opportunity to scratch my entrepreneurial itch and create apps/websites/side-projects for fun or for many small business owners I know that need someone to create software for their business. I'm not sure how long this "break" will be but I would say \~2 to 3 months time. Part of this is inspired by Alex Chiou's love for side projects.

I understand that finding a job will take some time as well, so the total gap on my resume that will be filled by this freelance work/applying might be \~6 months total. I understand that there are other posts on Taro that talk about the impact of a career break but this won't necessarily be a break per se. On my resume I will put this down as freelance work I completed for clients and will be prepared to show potential employers a portfolio of what I did.

I was wondering if this would negatively reflect on my application when applying for SDE jobs again/will make it harder for me to land a job. Alternatively, I could begin applying and interview prep now and only work on these projects on the side. Thanks.

What is a hiring manager's opinion on a candidate who takes some time after being laid off to work on side projects/freelance?

I'll be going into Amazon as a senior engineer leading a team of 6-7 engineers. I have some anxiety as I have never worked in a FAANG company before, and I imagine the bar is high. Things are also trickier as I'll be in a different time zone from the rest of the team.

How can I make a stellar first impression after I start?

How can I hit the ground running as a tech lead?

For context - I have recently left Amazon and I'm actively looking for another role that suits my lifestyle in terms of work/life balance as well as the interest during the job role. Given how the market is right now - I was wondering if it is better to get a contract role until you can get the opportunity that you find interesting or go for a full-time opportunity regardless?

Is it better to go for a contract role or full-time opportunity?

How do you build up technical skills for a senior engineer? I want to develop that intuition to understand how to choose the proper technical approach and break down the trade-offs. Are there any resources I can read to accelerate this process?

How can I grow from an SDE 2 level of technical proficiency to that of an SDE 3?

I came out of school wanting a traditional SWE role but ended up taking a non-SWE role with Amazon due to its name brand and strong TC. This role doesn't have too much coding, so I want to switch to the SDE track within Amazon.

I'm wondering if it makes sense to pursue avenues outside of Amazon as well. My concern is that after losing the reputation I have within Amazon, I won’t be able to get a SW2 role, getting a SW1 role instead.

I interviewed internally for SDE2 in Q1 2022, but didn’t pass the Leetcode portion. However, I was told that I was pretty close to meeting the SDE 2 bar, which is why I am optimistic about this path.

Should I transfer internally to SDE II at Amazon or look elsewhere?

Senior Software Engineer [L6] at Taro Community

I was an SDE-3 at Amazon until last year. Lack of exciting work and fear of layoff made me switch to a late stage startup as a Sr Software Engineer.

Now I am part of a very small team (3 engineers including me) and have been working on small scale projects which won't look great on my resume. I feel like I am stuck at my level and not sure how to move ahead. If I want to level up at my current company, I might have to spend a few years. My manager just got into her role and doesn't know what growth would be like for me. When I look at staff engineers in my company, I feel I am not at their level. I have thought about making a move again but I am immediately discouraged by the thought of wasting days and months in interview preparation after doing it just last year. Feeling really lost and looking for suggestions.

Sorry if the question is too open ended or vague

Feeling stuck at Senior Software Engineer

Amazon Behavioral Interview [Part 7] - Overcoming An Unanticipated Obstacle (Answer)

This video segment focuses on an interviewee's experience overcoming a significant obstacle in achieving a key goal.

- **The Obstacle:** The interviewee encountered an issue with their company's customer satisfaction (CSAT) measurement system. They discovered that the current process, where Escalation Account Managers (EAMs) were responsible for sending out CSAT surveys, introduced significant bias. Some EAMs were selectively sending out surveys only to customers they expected to give high scores, artificially inflating the overall CSAT score.
- **Overcoming Challenges:**
  - **Resistance to Change:** The interviewee faced resistance from some EAMs who were hesitant to relinquish control of the survey process.
  - **Technical Limitations:** Implementing an automated survey system presented significant technical challenges, requiring collaboration with the tooling and automation team.
- **Impact and Mitigation:** The initial implementation of a more accurate CSAT measurement system resulted in a temporary dip in the overall score. However, the interviewee proactively communicated this potential drop to leadership and addressed concerns.
- **Long-Term Results:** Over time, as the team addressed underlying issues and improved customer service, the CSAT score gradually increased, eventually exceeding the previous level.

This example demonstrates the interviewee's ability to identify and address a critical issue, overcome resistance to change, and ultimately achieve a positive outcome despite encountering significant obstacles.

Learn more about Alan's job search program, Kadima Careers, using this [discount link](https://signup.kadimacareers.com/mQBsDvu).

I work with several senior engineers who split their time between teams. This leads to odd stand up updates such as “I have no updates for this team”. As a result, I feel like I’m not getting value from their updates, and I also don’t know how to structure my updates to make it relevant for them.

How do I give a good standup update on a fragmented team?

Hello, I have 3 years of experience and I'm an SDE II at Amazon. The Q1 promotion results are out, and I'm surprised to see many fast-track SDE III promotions. It seems to me that when the time is right and stars align, SDE III promotion can be quick, and if you stay in one team long enough, it wouldn't be hard to get to SDE III.

80% of my team are SDE IIs, and I don't see my possibility of SDE III promotion in the next 2 years unless:

1. I find some big opportunities that bring huge revenue to the organization
2. There's a major reorg, and I'm assigned to a new team, and the new team expands
3. My current team shrinks for some reason, I stay, and my team grows again. Interestingly, my team's senior manager and 2 senior engineers actually fall into the third bucket.

What do you think? Should I just relax, keep pace, and grow my skills, hoping for a promotion by job hopping when the market recovers?

Do I need to worry about mid level to senior promotion?

Become An Engineer Influencer [Part 2] - Michael's Backstory

Michael saw the transformative power of influence after he left his job at Netflix. This video reveals the new opportunities enabled by cultivating an audience. Michael talks about which platforms he grew on, among Medium, LinkedIn, Twitter, a newsletter, and more.

Connect with Michael:

- LinkedIn: <https://www.linkedin.com/in/michael-lin-tech/>
- Twitter: [https://x.com/\_michaellin](https://x.com/%5C_michaellin)
- Newsletter: <https://www.michaellinwrites.com/>

I know the general advice if one does not know is to ask their manager but sometimes an inexperienced manager might not know themself. Can anyone provide an example to make these concepts clear?

A few criteria I came up with that can be included in the framework involve

- Number of stakeholders (across how many dev teams does the project span)
- Roadmap vs. feature level ambiguity (Designing a service vs. designing an API in that service)
- Technical complexity (How many different services are talking to each other, etc)

For reference, when I talk about mid-level vs. senior-level I am referring to the leveling system across big tech (L4/L5 for Amazon, E4/E5 for Meta, etc.). Thanks!

What general framework can I use to evaluate if a project is mid-level or senior scope?

I've recently been working on multiple work items at once. One of them is an older work item that has been blocking me for while and needs research, and the other is on a new project that needs me to learn a different paradigm since the application is built differently (say, something like functional programming).

Since the build and deployment for my own testing (prior to pushing code) for each can take time (around 10-15 minutes), I try to swap between tasks to get more done. However, I've noticed a decrease in the quality of my own code in terms of the feedback I've been receiving - similar comments, silly mistakes etc, that I'm not happy with. Part of that might be because I'm working with a different type of application and codebase than what I'm used to, but I still don't feel like I'm able to focus while jumping between things.

How do you juggle and work with multiple work items effectively? Do you time block, do it on alternate days, anything you would recommend? Thank you in advance.

How do you effectively work on multiple projects at once?

The Correct Reason To Become A Manager

[**Ethan Evans**](https://www.linkedin.com/in/ethanevansvp/) is a retired Amazon VP who now coaches managers to break into executive levels. 

Ethan believes the "correct" answer for someone's motivation to becoming a manager should be based on a genuine desire to help and grow other people, rather than on external factors like money or power. People who are motivated by these external factors tend to make poor managers.

The management job is very different from the individual contributor (IC) role. You may be used to learning different technology stacks, but management is about learning an orthogonal "stack" altogether, focused on soft skills and people.

Reflect on your own experiences with good and bad managers -- it's important for managers to have a cohesive style that has a clear set of opinions. This style will not be suitable for everyone, but that's ok. Ethan made the analogy of ice cream flavors. There's no correct ice cream, people will have different preferences in the same way that people will prefer different types of managers. 

Ask yourself (and ideally, test drive) the activities you would do as a manager, things like organizing people's work and holding them accountable.

More to explore:

- [**\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)**](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)
- [**How do I figure out whether I should stay as an IC engineer or explore management as an EM?**](https://www.jointaro.com/question/Y6qIop9wpOlCYUL0nGs0/how-do-i-figure-out-whether-i-should-stay-as-an-ic-engineer-or-explore-management-as-an-em/?playlistId=oz0mnJvHHgM8NfVF7rgp)
- [Asking For A Promotion: The Wrong Way vs. The Right Way](https://www.jointaro.com/lesson/GvT4NBqaBULFlizarSCf/asking-for-a-promotion-the-wrong-way-vs-the-right-way/)

Given all the layoffs happening all over tech industry.

This Amazon expert thinks so: <https://www.youtube.com/watch?v=67SDQQipZJc#t=6m00s>

Please assist with your advice.

Is it a bad time to have career a.k.a. promo conversations?

Market Expansion: The Similarity Between Startups And Content Creators

Steve supports several hundred engineers at Amazon as a Principal Engineer. After finding himself giving out the same advice repeatedly, he decided to package up his insights into a YouTube channel. However, similar to Rahul's content, the applicability of his advice turns out to be much broader than just software engineers.

Steve is focused on having the maximum impact on as many people as possible, which means that he welcomes the “pivot” into the broader audience of knowledge workers.

This is a common pattern within content creation and startups: you start by focusing on a specific niche and being hyper-focused on serving them. But you realize that the product or content you created is actually applicable to a much broader set of people. 

- [How to evaluate a startup?](https://www.jointaro.com/question/UCG4XxyEOTjjyg4pEuwY/how-to-evaluate-a-startup/) 
- [“How much am I hurting my career with this startup?”](https://www.jointaro.com/question/dqCvmYhI9WE0k33orZEP/how-much-am-i-hurting-my-career-by-staying-at-a-startup-pressure-to-work-for-big-tech/)

Connect with Steve: 
- [Taro](https://www.jointaro.com/profile/aZJL3ucq9dQnscO09F4JDRkgPo72/)
- [YouTube](https://www.youtube.com/@ALifeEngineered)

Ethan Evans' Career Path: Startup Manager to Amazon VP

[Ethan Evans](https://www.linkedin.com/in/ethanevansvp/) is a retired Amazon VP. He shared his career journey starting out during the dot-com boom of the 1990s, quickly ascending as a manager at a string of startups.

**Early Career and Management Path:**

- Ethan started in management early, taking on a TPM role for a small project due to the team's need.
- He was drawn to leadership because the project lacked organization, focus, and communication.
- Ethan was supported by managers and encouraged to continue in the role. He progressed through several startups, growing in each one and reaching VP level by the third.

**Joining Amazon:**

- Ethan was a "fake" startup VP before going getting downleveled as a manager at Amazon, and it took years for him to return to a true VP role, managing a team of 800 people.
- The startup he was at was failing, and Amazon offered more compensation despite being giving a worse title.
- He initially managed a team of six at Amazon, which eventually grew to 800. 

Ethan credits his rapid ascent to:

- Seeing problems and proactively solving them.
- Taking initiative and asking for more responsibility.
- Curiosity and motivation to understand the bigger picture.

More to explore: 

- [\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)
- [What's the difference between Big Tech and startups in terms of learning and growth?](https://www.jointaro.com/question/KWXIrFIR1EIJsvdOdo7u/whats-the-difference-between-big-tech-and-startups-in-terms-of-learning-and-growth/)
- [How much am I hurting my career by staying at a startup? (Pressure to work for big tech)](https://www.jointaro.com/question/dqCvmYhI9WE0k33orZEP/how-much-am-i-hurting-my-career-by-staying-at-a-startup-pressure-to-work-for-big-tech/)

I joined Amazon for my first tech job as an SDE I and was able to promote to SDE II after 1 year. Fast forward to 9 months after promotion, My onboarding buddy who has been here ever since the team was founded is leaving. I ended up being the SME for one of the team's projects that makes a lot of $$$, which means a lot of eyes are on it. Although we do have a couple SDE IIIs on the team, they've been more focused on other equally important projects and don't have too much knowledge on this one. I'm starting to feel the weight of the extra responsibility as I often get pinged for escalations, have a lot more say in meetings, and invited to meetings for the roadmap of this project. There was also a recent reshuffle in the Product side and I've become their go-to guy for anything related to this project.

Having joined the industry less than 2 years ago, I kind of feel like things are really moving fast and I'm a bit overwhelmed to be honest. I was still thinking on how to increase my technical depth after promotion, and I'm not even sure if this is a good situation to be in or not. But at the same time, I do want to overcome this and perhaps turn this situation into a growth opportunity. 

In my forte review, there were many comments on the expectation of me evolving into a mature leader for the team and this feels like an opportunity to work on that. I'm kind of confused on what direction to take at the moment. What would be some things I can do to make the most of this opportunity and grow my leadership skills? I feel like before all this happened, I was focusing on growing my technical skills and didn't really pay atttention much to the leadership side.

This might be a vague question, so I just wanted to see if anyone has been in this situation and have any advice on how to best navigate this or share similar experiences

How to deal with more responsibility in the team and grow as a leader?

Hi,

I recently joined Amazon as a boomerang after a few years here. I am on a newly-forming team that has a few SDEs without a SDM. I've been wanting to get into a SDM role and haven't seen a ton of opportunities internally for switching. I am aware of the differences between SDE and SDM since I've gone through the expectations for each role.

Here are some things I've done on helping grow teams:

- I have experience mentoring 3 junior engineers and helping them grow by taking on more initiative and becoming technically stronger.
- I have experience helping out a junior-heavy software engineering team that was also at it's early stages (I was the most experienced team member)
- I have experience cutting through ambiguity, tracking down the right people, setting up meetings and getting consensus

I just joined a few weeks ago, so I'm aware this is sudden. I'm not sure if an opportunity like this is going to happen anytime soon. I'd like to get others' perspectives if I brought this up to the interim Sr. SDM. Would it look bad if I asked to be my new team's SDM and what sort of consequences could result from this?

Amazon.com, Inc. is an American multinational technology company which focuses on e-commerce, cloud computing, and much more. Headquartered in Seattle, Washington, it has been referred to as "one of the most influential economic and cultural forces in the world".

What is the most common trait of the best ICs?

Other Great Discussions