Grow From Mid-Level To Senior Engineer [Part 5] - Finding The Right Team

Not every engineering team can support an additional senior engineer. This lesson teaches you:

- What to look for in terms of product scope when choosing an engineering team to grow to senior
- The people ingredients of a team that's good for senior promotion
- Exactly what a great team for senior promotion looks like

To dive deeper into how to find a great team for senior promotion, check out the discussion here: ["What questions can I ask a potential new team?"](https://www.jointaro.com/question/dLS6KcDwKNdMDlJwYdBw/what-questions-can-i-ask-a-potential-new-team/)

3 Ways To Write Deeper, More Impactful Code Review Comments

In this video, we explore how to give more impactful code reviews by moving beyond surface-level feedback and investing in deeper understanding and learning from experienced peers. The focus is on practical habits that help us become more thoughtful, effective reviewers.

- **We rely on automation for style and formatting.** It's not our job to catch syntax or stylistic issues—those should be handled by IDEs and CI systems with pre-agreed style rules.
- **We review code with a clear perspective.** Before reading the diff, we mentally plan how *we* would solve the same problem, which helps us offer more meaningful, constructive feedback beyond just approving what “looks fine.”
- **We learn by watching the best.** One of the fastest ways to improve as reviewers is to observe how senior engineers reject code—what they flag, how they communicate, and the patterns they look for.
- **We replicate good habits.** By studying thoughtful reviewers—like those who consistently flag performance issues like mobile frame drops—we can develop our own review instincts and level up faster.
- **We treat reviewing as an intentional skill.** There are no shortcuts; it takes practice, pattern recognition, and curiosity to become great at it. But by mimicking smart peers, we shortcut years of trial and error.

Grow From Mid-Level To Senior Engineer [Part 4] - Structuring Your Growth

There are a **lot** of new skills you need to develop to go from mid-level engineer to senior engineer, far more than most people realize. So how does one process of all this? This lesson teaches you:

- The 4 Meta engineering axes and what they mean (we'll be using these to organize the teachings from the course).
- How to view the overall learning from this course
- Why the senior promotion is different when it comes to these 4 engineering axes
- The strategy you should follow to structure your growth journey, using this course's material as the basis

How To Find Your Path Among The Countless Paths In Tech

As an early-career engineer, it can be overwhelming to figure out what technology to learn and which domain to dive into. In this video, Airbnb Director of Engineering [Rachel Zhao](https://www.linkedin.com/in/rachelzhao/) walks through the framework you can use to find your path.

The key to finding your passion is: 
1. Explore and refine. Give yourself some time + space to try adjacent areas.
2. Reflect on the various activities you do: What sparks joy? Think about both technical and non-technical activities.

If you want to learn more about this topic:
- [Figuring Out The Best Company To Join As A Software Engineer](https://www.jointaro.com/lesson/Nqs0U6rt2qFyXKSZurTh/figuring-out-the-best-company-to-join-as-a-software-engineer/) - The former VP of Engineering of unicorn startup Mixpanel shares his thoughts here.
- [This Is How Software Engineers Should Initially Learn](https://www.jointaro.com/lesson/wUl3hc2wr1ms493bd23b/this-is-how-software-engineers-should-initially-learn/) - This video covers how earlier-in-career engineers mess up their learning.

20 Years Of Fighting Procrastination [Part 14] - Reflect

Reflecting regularly is a powerful habit that can dramatically improve your productivity and self-awareness. Here are the core points from the lesson:

- Daily micro-reflections and bi-weekly deep dives help you identify patterns in when and why you're productive or struggling
- Documenting reflections as written artifacts (e.g. notes or voice memos) forces clarity and gives you useful data over time
- Review both the nature of your work and the relationships that support or hinder your progress—productivity often depends on collaboration
- You can keep reflections private, share them with a manager, or even make them public to foster accountability and gain feedback from others

Effective Communication Guide [Part 4] - Resolving Disagreements

- **Your goal with a disagreement isn't to prove that your side is correct; it's actually the opposite - Try to tear down your own argument.**
- Don't view the situation as a "Us vs. Them" mentality. It's not a debate that you have to "win". If you come in with this mentality, the other side will respond in kind, and you will never get anything done.
- Acknowledge the operating principles and incentives of the other side, and try to weave them into your approach as well.
- Example: Your designer proposes beautiful but overly ambitious design that cannot be done on the current aggressive build timeline.
  - Bad: "We don't have enough time to build these designs, so let's toss them out."
  - Good: "These designs look amazing! However, the timeline is pretty tight, so we may not be able to get everything within them. Can we get the low-hanging fruit with this intermediate state design to hit the ship goal, and then we can get the remaining design extras as a fast-follow? I really want to bring all these aesthetics to life, but I want to make sure we hit the deadline as well."
- Be comfortable with compromise and reaching a middle-ground that imbues something from both sides. It's possible that the other perspective is completely incorrect, but this will be very rare as people in tech are generally pretty smart. *You should very rarely treat your approach as one where compromise cannot be made at all.*

This Is Why Most Engineering Managers Are Terrible

Let's not mince words: Most engineering managers suck. But why is that? This video covers:

- Why the incentives don't align between engineering managers and engineers
- What the best tech companies like FAANG do to make their engineering managers not suck (i.e. make them align the incentives between management and ICs)
- How the absolute best engineering managers balance the responsibilities of leadership with the needs of their team in a healthy way

To learn more about the software engineering -&gt; engineering manager transition, check out our playlist: [\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)

[Masterclass] What Software Engineers Should Look For In Their Engineering Manager

Related resources:
- [Voicing Your Problems And Frustrations Productively](https://www.jointaro.com/lesson/elIKuK5Ody0xzVNmdnsR/voicing-your-problems-and-frustrations-productively/)
- ["My manager and I don't see eye-to-eye. How can I improve this relationship?"](https://www.jointaro.com/question/WWuU0HRpNu90J638iJPs/my-manager-and-i-dont-see-eye-to-eye-how-can-i-improve-this-relationship/)
- [Presentation Slides](https://docs.google.com/presentation/d/1Hk6oEtLAKBKI3jF5SvB7bPGZHZMoxx79VJIoA3N3Bk4/edit?usp=sharing)

Effective Communication Guide [Part 3.2] - Deep Listening

- *Communication isn't just how you share information, it's also about how you take in information.*
- It is crucial to listen intently, especially during 1 on 1s. A lot of people don't realize that there's a large skill range when it comes to listening.
- How to show that you're engaged:
  - Lean in
  - Nod to acknowledge core points
  - For something heavier, you can say "Mmhmm".
- A very powerful way to gain trust is to listen to people's problems and acknowledge them. A lot of people when they're faced with a problem, their initial goal isn't to actually solve the problem: It's just to find someone who will listen to their pain and feel less alone.
  - Just saying something along the lines of "Dang, that sucks" can go a long way.
  - Letting someone know that you have also faced this problem is also very effective. It builds solidarity and can help combat imposter syndrome as a lot of people are afraid that they are the only one facing the problem they have due to their own lack of ability.
- Revel in people's wins with them! Respond to people's excitement and positive energy with your own.

SWE Internship Survival Guide [Part 1] - How This Course Works

Are the projects on your resume not helping you at all when it comes to impressing hiring managers and getting job opportunities? Let's fix that. Here are the core parts of the lesson:

- Your instructor [**Rahul Pandey**](https://www.linkedin.com/in/rpandey1234/) walks you through his extensive 10+ year Silicon Valley background with rapid career advancement, ending up as a high-performing Staff Engineer \[E6\]/Engineering Manager \[M1\] at Meta. Most importantly, he goes through how he's mentored interns at top companies like Pinterest and Meta
- Rahul breaks down his extensive personal internship journey featuring 4 (!!!) internships, ranging from a small startup (Shop It To Me) to a mid-sized company (Marin Software) to a historical giant (Walmart) to FAANG (Meta)
- We walk you through the course objectives. By the end of the course, you will understand:
  - ⛰️ Understand how internships work at top companies
  - 🧠 Establish the right mindset to succeed
  - ⚙️ Clarify technical skill expectations
  - 🗣️ Know the critical, underappreciated soft skills interns need
  - 💪 Generate a list of concrete action items to prepare and improve

Clear Communication For SWEs [Part 1] - Welcome And Course Overview

Hi everybody, I'm Ryan, and in this course, we'll cover the foundations of clear communication, practical exercises, advanced techniques, and how to adapt as a software engineer. By the end, you'll be equipped to communicate effectively within your team and with other builders. Expect to understand core elements of clear communication, develop a good communicator mindset, and master practical communication structures. Tailor your messages for different audiences and apply these techniques immediately. Join me on this journey to enhance your communication skills!

Connect with me on LinkedIn: <https://www.linkedin.com/in/ryan-wiens/>

Building A Career Without Applying To Jobs (From An Eng Director)

[**Daniel O'Shea**](https://www.linkedin.com/in/danieloshea22/) is a Director of Engineering at X (formerly Twitter) and a 3x exited founder. He founded Laskie in 2020, a platform to help people understand the job market, find full-time work, and take on moonlight gigs. Daniel built a robust job-matching platform with tens of thousands of candidates. Laskie was the first acquisition by Elon Musk at X (Twitter) in 2023.

Throughout his professional career, **Daniel has never applied to a job**. Instead, he leveraged his network to find opportunities where he had an unfair advantage, and then continued to seek opportunities from his jobs and professional network. Almost all engineers suck at this: sending connection requests on LinkedIn is not enough.

In this talk, Daniel will share tactical advice to better leverage your own network, along with lessons from his professional journey. He'll also share data from seeing 1000s of engineers looking for jobs as part of running Laskie.

- Daniel on LinkedIn: [**https://www.linkedin.com/in/danieloshea22/**](https://www.linkedin.com/in/danieloshea22/)
- Daniel on X: [**https://twitter.com/oshea**](https://twitter.com/oshea)

Additional expert networking resources:

- [**"How to network effectively in a tech event?"**](https://www.jointaro.com/question/wx6HewLcKbxNRfMBiAAI/how-to-network-effectively-in-a-tech-event/)
- [**"How do you network effectively within a company?"**](https://www.jointaro.com/question/DwT9GtdYK9nwFV3a7jrU/how-do-you-network-effectively-within-a-company/)
- [**\[Masterclass\] How To Build Deep Relationships Quickly In Tech**](https://www.jointaro.com/lesson/tyaPFMXPoz2pmzB7OVzt/masterclass-how-to-build-deep-relationships-quickly-in-tech/)

20 Years Of Fighting Procrastination [Part 4] - The Most Important Productivity Tip Nobody Follows

Productivity isn't just about doing things faster - That’s only half the story. Here are the core points from the lesson:

- Productivity isn't just about efficiency, it's about working efficiently on *important* tasks that actually move the needle
- Prioritization requires painful trade-offs—you must let go of low-impact activities even if they're easy, fun, or popular
- Define your personal values and consciously deprioritize areas that don’t align with them, like staying updated on politics or reading a book a week
- A simple yet powerful framework for teams is evaluating tasks based on impact and time required, then prioritizing high-impact, low-time work first

How To Figure Out If A Team Is Important To A Company

In this age of layoffs, it's important to choose a team and organization that is valued by the company overall. Even ignoring layoffs, it's better to join a team that's mission critical overall due to more career growth opportunities, especially as a software engineer.

Here's the core points from the video:
- **Profit center or cost center** - Does the company see your organization as core to its revenue generation or something it simply needs to have in a digital age? If its the former, that means the organization is probably better for your career:
  - **Profit center example:** The ads/search organization at Google
  - **Cost center example:** Website developers at a dental company
- **Growth trajectory** - In particular, is the organization scaling up its headcount quickly? If so, that shows that it's a company priority, and scope naturally appears when teams get bigger due to higher XFN and alignment costs.
- **Company visibility** - Do execs mention your organization in all-hands meetings? Better yet, is it referenced on earnings calls? The more an organization is mentioned in these more public communications, the better positioned it is within the company.

This clip was taken from our masterclass here: [[Masterclass] How To Choose A Good Company And Team As A Software Engineer](https://www.jointaro.com/lesson/0WEmTNZOMIh8xAdfO3JH/masterclass-how-to-choose-a-good-company-and-team-as-a-software-engineer/)

Related resources:
- ["How possible is it to spot red flags about toxic culture during the interview?"](https://www.jointaro.com/question/1JwmhC3Nh9Ku0fkDL1bq/how-possible-is-it-to-spot-red-flags-about-toxic-culture-during-the-interview/)
- ["What does it mean to not have enough scope to be promoted?"](https://www.jointaro.com/question/bJuagPwOEEy5vkcXKkqh/what-does-it-mean-to-not-have-enough-scope-to-be-promoted/)
- ["What should I look for in a new team in terms of growth?"](https://www.jointaro.com/question/i2bOMPrqaRc0NUZ7918F/what-should-i-look-for-in-a-new-team-in-terms-of-growth/) - Question from a Google L4 engineer
- ["Is it better to work in revenue-generating divisions within your company?"](https://www.jointaro.com/question/BIv8teCgxktk5tak6tlI/is-it-better-to-work-in-revenue-generating-divisions-within-your-company/)

DSA Crash Course [Part 37] - Binary Tree Intro Lecture

In this lecture, Alvin explains the basic structure of a binary tree.

If you need additional support taking these DSA skills and actually applying them, take [**Alvin's**](https://www.linkedin.com/in/alvin-zablan-b73a92117/) *complete* data structures and algorithms course on [**Structy**](https://structy.net/?utm_source=taro). You can try out the concepts yourself in their interactive code editor and learn advanced DSA patterns like stack exhaustive recursion.

Use [**this link to get 20% off**](https://structy.net/purchase?promo_code=taro20) the entire Structy DSA learning experience.

Follow Alvin on LinkedIn: <https://www.linkedin.com/in/alvin-zablan-b73a92117/>

Top System Design Interview Mistakes [Part 13] - Identifying Key Issues

In the final segment of the system design series, we focus on the importance of driving the design of your system during interviews. In this video, we cover how to identify key issues. Here's the video's core points:

- Avoid following a rigid structure. For example, don't just jump into a data model or architectural diagram without considering the unique requirements of the system you're designing, such as group messaging dynamics
- Actively ask clarifying questions to understand the requirements better. This helps in identifying and addressing key issues specific to the problem, rather than sticking to a generic approach
- Tailor your approach based on the specifics of the problem. If dealing with a unique system, like a group messaging app, adapt your design to handle unique challenges, such as managing multiple notifications from a single message
- Lead the discussion by probing into requirements and challenges. This ensures that your design addresses the most critical aspects of the problem

If you need extra help with your system design interview, [Formation.dev](https://formation.dev/partners/taro) can provide you hands-on, personalized support. Join us here: <https://formation.dev/partners/taro>

Negotiation Course: What's Best To Negotiate

As you think about what components in the offer to negotiate, you should consider: 

1. **Where do you have the most alignment with the company?** For example, reducing the "clawback period" for your signing bonus from 1 year to 3 months is unaligned since the company wants to incentivize you to stick around beyond 3 months. On the other hand, doubling your equity package is more aligned, since your comp will go up if the company does well.
2. **Where can the recruiter best help you?** Generally, a recruiter is powerless to adjust things like 401(k) match or performance bonuses since they're standardized across the company. However, recruiters are able to adjust salary or equity, especially if you are willing to make trade-offs between them.

Another dimension to consider is that equity is riskier than salary, so, therefore, it should translate to a higher potential reward. Stock options and RSUs fluctuate in value based on the market.

If you're ok with the risk tolerance, you are likely able to get more equity vs salary, e.g. increase your equity $20K/year vs salary $5K/year. This is an **obviously** good trade for a Big Tech (FAANG) company, which will have a fairly stable stock price.

System Design Series: Taro Playlists [Part 10] - This Is Just The Beginning

Congratulations, you made it to the end of our **system design** series! If you liked this series and want to see more like it, give this video and all the others in the playlist a like!

You can find the full [system design doc here](https://docs.google.com/document/d/15WaM8Ojan82g0m2mtz6kC2Hiyj0Q6VbjfqRmVNDI3qw/edit?usp=sharing) - Feel free to use it as a template for when you are working through a **system design** at your job!

Here are the core points from the video:
- Creating the **system design** doc is just the 1st step of the process: The next step is getting aligned from the team!
- Here are the steps to get strong alignment and the technical and overall product direction on a project:
  - Time-box the exercise: Have a firm date in mind on when this alignment needs to happen and work backwards from that date.
  - Share the doc with teammates and stakeholders and push them to leave feedback asynchronously. You can directly cc important people on relevant portions for them to look through.
  - Set up a tech review meeting as a forcing function to solidify all the alignment and talk through any remaining points of content. This meeting should probably be 45 minutes or more. Book it far ahead of time as senior+ engineers, tech leads, and managers tend to have very busy schedules.
  - Remind people before the meeting to go through your system design doc beforehand and try to resolve as many threads before the meeting as possible. You might need to do this several times.
- Everything covered in this system design series is effectively a requirement to be a competent senior+ engineer and tech lead, *especially* if you work at FAANG or some other Big Tech company.
- This can all be done reactively as well. If you're working on a small, tightly-knit team with very high synergy (common in startups), raw tribal knowledge and ad-hoc collaboration may be enough to ship projects consistently well. In this case, doing all this probably doesn't make sense. However, if your last couple projects have been pretty rocky, you might want to consider adding all the processes outlined in this series.

If after all this, you're still hungry for more **system design resources**:
- [How To Ace Your Big Tech Interview [System Design]](https://link.jointaro.com/NoVGhFiEErzfh61f6) - This is a full 1.25 hour masterclass, so prepare yourself for a **ton** of knowledge!
- ["How do I get better at building large scale systems without working directly on such projects?"](https://link.jointaro.com/Dm9wE33YC7ffwAPa6) - Question from a Senior Software Engineer at LiveRamp
- ["How to improve on non-technical skills like writing software design document?"](https://link.jointaro.com/T7GCmM4Z4CZhve4y5) - Question from a Mid-Level Software  Engineer at Microsoft
- ["My team has been doing architecture debates for months and we’re in gridlock."](https://link.jointaro.com/Zzx1NRMJFHvtHcvP8) - Question from a Senior Software  Engineer at Google
- ["How can I better contribute to system design discussions on my new team?"](https://link.jointaro.com/FH7ED2533nSTJSRc6) - Question from a Senior Software Engineer at Google

DSA Crash Course [Part 16] - Intersection Approach

In this lesson, Alvin explores the strategy to solving the following interview problem:

> Write a function, *intersection*, that takes in two lists, *a*,\_b\_, as arguments. The function should return a new list containing elements that are in both of the two lists.
>
> You may assume that each input list does not contain duplicate elements.

```
intersection([4,2,1,6], [3,6,9,2,10]) # -> [2,6]
```

```
intersection([2,4,6], [4,2]) # -> [2,4]
```

```
intersection([4,2,1], [1,2,4,6]) # -> [1,2,4]
```

If you need additional support taking these DSA skills and actually applying them, take [**Alvin's**](https://www.linkedin.com/in/alvin-zablan-b73a92117/) *complete* data structures and algorithms course on [**Structy**](https://structy.net/?utm_source=taro). You can try out the concepts yourself in their interactive code editor and learn advanced DSA patterns like stack exhaustive recursion.

Use [**this link to get 20% off**](https://structy.net/purchase?promo_code=taro20) the entire Structy DSA learning experience.

Follow Alvin on LinkedIn: <https://www.linkedin.com/in/alvin-zablan-b73a92117/>

Grow From Senior To Staff Engineer [Part 7] - Own The Goal

As a senior engineer, you are used to getting large, impactful projects and delivering them well, even if the initial project is incredibly ambiguous. However, this isn't nearly enough to get to staff. This lesson teaches you:

- The difference between senior and staff engineers between what they own on their teams and how staff engineers have a fundamentally higher altitude with their perspective
- What it means to own impact at a staff level instead of a senior, explained with an in-depth example
- The core, high-level behavior shift you need to make from an ownership perspective to grow from senior to staff

Tech Career Growth Videos

Our instructional videos provide software engineers with insights needed for career growth. Masterclasses go incredibly in-depth on a specific tech topic while case studies are real examples from established engineering leaders.