Rockstar Software Engineer Story: SW2 -> Principal In Just 4 Years

- An engineer joined Mixpanel as a level 2 Software Engineer, and received 4 promotions in 4 years to become a Principal Tech Lead Manager (TLM). 
- Key to his success was the ability to make rapid progress on one of the company's top priorities: reduce infrastructure spend.
- He had a hypothesis that the majority of the cost incurred came from a few customers where the economics were backward for Mixpanel.
- Rather than solving a gnarly technical problem, the engineer worked with these customers to change their use of compute resources, resulting in massive savings for the company.

For more resources about becoming a rockstar engineer:
- ["What's the core insight behind quick growth?"](https://www.jointaro.com/question/nJ762p255cGyuth36H6w/whats-the-core-insight-behind-quick-growth/)
- ["What's the difference between a low performer software engineer and a high performer?" ](https://www.jointaro.com/question/nMxx2EMVIlJbl1oK4SGu/whats-the-difference-between-a-low-performer-software-engineer-and-a-high-performer/)
- [Mentoring Junior SWEs [E3] to Senior [E5] In Just 2.5 Years At Meta](https://link.jointaro.com/cpnvkDTC9daXMC9Y8)

How Effectively Do Big Tech Engineers Perform In Startups?

How To Effectively Leverage Skip Level 1:1s

Your "skip" is the person that your manager reports to - It's what happens when you "skip" your manager when going up your reporting chain. 1 on 1 meetings with your skip are tricky as you can't talk to them the same way you would to your direct manager:

Here's how you can get maximum value from your skip 1 on 1s:
- **Understand your organization's overall strategy** - Since your skip is operating at a higher-altitude, they will be naturally well equipped to answer this question. Ask them what their priorities are, and you can then weave them into your own work to increase your impact.
- **Share "on the ground" insights** - Skips are generally pretty disconnected from nuts and bolts day-to-day work due to their seniority. As an IC, you are well-equipped to share what that experience is like as that's your life. This is really valuable, if you can come up with insights on how to improve this experience.
- **Be honest with feedback** - There's not much value sucking up to your skip and telling them that they're great and everything is going great because of that. Be candid and unafraid to share real problems with how the organization functions.

Related resources:
- ["How to make the most out of Director/VP/Exec office hours?"](https://www.jointaro.com/question/GSihcOIzyP4sq5Gp1pWb/how-to-make-the-most-out-of-directorvpexec-office-hours/)
- ["Topics to talk in 1:1 with skip level manager?"](https://www.jointaro.com/question/yK1UiPgm1EElzHRIqlM8/topics-to-talk-in-11-with-skip-level-manager/)
- ["What should I discuss in first 1:1 with my skip-level manager?"](https://www.jointaro.com/question/WjBisBXMwLrSGO0mpR56/what-should-i-discuss-in-first-11-with-my-skip-level-manager/)

How Managers Split Their Time Between High/Medium/Low Performers

David Pan (former VP of Engineering) talks about how he managers should split their time between high, medium, and low performers.

David argues that managers should **spend the majority of their time with high performers**, as they are the ones who are most likely to drive the team's success. However, David also argues that managers should not neglect medium and low performers, as they can still contribute to the team's success with the right support.

- 📈 **For high performers**, managers should focus on providing opportunities for growth and development. 
- 🙂 **For medium performers**, managers should provide feedback and coaching. 
- 😔 **For low performers**, managers should provide support and resources to help them improve their performance. If their poor performance is sustained, they should be removed from the team to avoid negative impact on the rest of the team.

High performers typically do 80% of the work, while medium performers do 30% of the work. That means the low performers are contributing -10%!

Related resources:
- ["How to manage a team towards high performance?"](https://www.jointaro.com/question/O8vtGxsrwZebiSSlOlRd/how-to-manage-a-team-towards-high-performance/)
- ["How does Stack Ranking work (at FAANG) and how can I be proactive at a base level?"](https://www.jointaro.com/question/lScy3l2NPIrWvRuHOjcF/how-does-stack-ranking-work-at-faang-and-how-can-i-be-proactive-at-a-base-level/)

What People Get Wrong About The Manager To Software Engineer Relationship

A common mistake from more senior engineers is that they continue to assume that the manager is an authority figure. 

This is often the case, but doesn't have to be. David talks about a case in his past job where an IC on the team was more senior than him as the manager. And the IC engineer was objectively more important to the team, indicating the value of this senior-level person not only to getting work done, but also setting direction and giving feedback to others.

Senior engineers should view the relationship with the manager as a partnership rather than a person for whom they must *follow orders*. **The tech lead and manager have different but overlapping responsibilities in helping the team succeed**. Realizing this unlocks a more fruitful collaboration. 

Remember, managers will frequently have blind spots that a tech lead can point out. These insights and observations may manifest in actually pushing back on the manager's plans or strategy. This is a role that senior engineers should embrace.

- More from David: [https://www.jointaro.com/topic/david-pan/](https://www.jointaro.com/topic/david-pan/)
- [Onboarding as a Tech Lead at Robinhood in 1 Month](https://www.jointaro.com/lesson/X8vpfJooDpsX915ouC00/case-study-becoming-a-tech-lead-again-in-just-1-month-after-joining-robinhood-from-meta/)
- [The EM "Partner In Crime": The Tech Lead](https://www.jointaro.com/lesson/uZQZlS6tdXbztajM0tqa/the-em-partner-in-crime-the-tech-lead/)

What Makes A Truly Great Tech Lead - A VP of Engineering's Perspective

Former Mixpanel VP of Engineering David Pan (also ex-Twitter, ex-Amazon, ex-Microsoft) shares his wisdom on what it really means to be a tech *lead*, shipping projects effectively and leaving the team in a better place in the process.

- **Overview:** Tech leads are extremely valuable. They allow a team to multi-thread and execute on multiple projects at once, not requiring the engineering manager to babysit everything.
- **Understands the business context:** Great tech leads have strong product understanding and realize that software needs to be built in different ways based on the situation.
- **Project risk shrinks over time:** Great tech leads are constantly looking for ways to de-risk their projects over time. As things get closer to the ship date, the project actually becomes less scary!
- **Level up the team along the way:** Great tech leads figure out ways to leave the team in a better place than it was before the project.
- **If you're looking to become a great tech lead**: Get to know your PM, assess risk proactively and tackle the hardest items first, and find opportunities to level up your teammates.

You can connect with David here: [David Pan's LinkedIn](https://www.linkedin.com/in/davepan/)

If you want to learn more about becoming a great tech lead, check out the following resources:
- [Becoming A Tech Lead Again In Just 1 Month After Joining Robinhood From Meta - Case Study From Alex](https://www.jointaro.com/lesson/X8vpfJooDpsX915ouC00/case-study-becoming-a-tech-lead-again-in-just-1-month-after-joining-robinhood-from-meta/)
- ["How do I lead without authority?" - Staff Software Engineer [E6] at Meta](https://www.jointaro.com/question/BWv3hFSELbn59mXJbkNB/how-do-i-lead-without-authority/)
- ["How can I hit the ground running as a tech lead?" - Senior Software Engineer [SDE 3] at Amazon](https://www.jointaro.com/question/MiEPhSkzr8TRRSMRkrNQ/how-can-i-hit-the-ground-running-as-a-tech-lead/)

Figuring Out The Best Company To Join As A Software Engineer

- **Follow The Talent You Know**
  - One of the best things about the tech industry is how full it is of extremely talented people, and you probably know some of them. In particular focus on those who are both talented and have a strong degree of integrity.
  - For the people you truly respect in your network, you should seriously consider the companies they go to as options. After all, if a company met the bar of these great people, it's probably pretty good!
- **Understand A Company's Strengths And Match Against Them**
  - Different companies have different core cultural values, and it's really important for your values and theirs to align. When this alignment isn't there, it's far too easy to go somewhere, work very hard, and not achieve much impact or career growth.
  - Examples: Amazon's leadership principles, Netflix's emphasis on freedom and responsibility
  - To find out what the culture is like at other companies, consult your network and [ask in Taro Premium](https://www.jointaro.com/membership/)!

Related resources:
- [Masterclass on finding the best team and company for you as a software engineer](https://www.jointaro.com/lesson/0WEmTNZOMIh8xAdfO3JH/masterclass-how-to-choose-a-good-company-and-team-as-a-software-engineer/) - FAANG, startups, mid-sized companies: We talk about it all in this 1 hour+ deep-dive
- ["What's the best way to think about a team switch?"](https://link.jointaro.com/ie2UbksptgRKUaeW6) - Q&A from a software engineer at Meta
- ["What questions can I ask a potential new team?"](https://link.jointaro.com/iRVaALE88p3kKLhE9) - Q&A from a software engineer at Target

David Pan