Negotiation Course: When Should You Negotiate? And When Should You Not?

Negotiation makes the most sense for "high-leverage jobs" like software engineering or most other jobs in tech. An example of a low-leverage job would be to stock shelves in a grocery store or drive a taxi in NYC. The difference between the best and average worker in those fields is not that large. But in engineering, the difference in output for the best vs the average can easily be 10x or 100x.

Within the high-leverage category, there are jobs that have many comparable data points (e.g., junior or mid-level engineer) and those that are bespoke because they're rare/senior at the company, e.g., executive level or senior engineering leads.

Negotiation makes less sense for jobs that are purely stepping stones, or those that are time-bound. The classic example here is for internships. A good litmus test is if you know anyone who has ever negotiated that offer, e.g. no one at Stanford ever negotiated the summer research pay.

Finally, negotiation does not make sense if you already accepted the offer at a lower number.

Master The DSA Interview [Part 23] - Don't Just Surrender

When preparing data structures and algorithms, you will almost certainly get frustrated at many points in the process. How you react to those moments will dictate how well you do in those interviews:

- What to do when you're stuck on a data structures and algorithms problem in prep so you can actually learn the problem and its concepts
- How to unblock yourself on a data structures and algorithms problem properly in prep, shown with an in-depth example

DSA Crash Course [Part 46] - Tree Includes Walkthrough

In this lesson, Alvin walks through the python implementation for the *tree_includes* problem.

Code along and test your work in the following editor workspace: <https://structy.net/problems/tree-includes?language=py>

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/>

ESPP Explainer With Tips On How To Navigate It

This section explains the **Employee Stock Purchase Plan (ESPP)**, a more traditional and common form of stock-based compensation compared to RSUs. ESPPs are typically found at companies outside the top-tier tech firms and offer employees a way to invest in their employer's stock at a discount.

- **What ESPP Is:** ESPP allows employees to purchase company stock at a discounted rate—usually 10% to 15% off the market price—using a portion of their base salary.
- **How It Works:** Employees allocate up to 10% of their salary into a fund, which is periodically used to buy company shares. Unlike RSUs, employees pay to acquire the shares.
- **Tax Implications:** The discount is considered taxable income because it's effectively a financial gain (e.g., buying $100 stock for $85 means $15 in taxable benefit).
- **Differences from RSUs:** RSUs grant a fixed number of shares, regardless of stock price fluctuations, while ESPP is tied to monetary investment and stock price dynamics, often using an average price over time.
- **General Advice:** Though the gains may be smaller and the system slightly more complex, ESPP is considered “free money” and is worth maximizing when financially feasible.

DSA Crash Course [Part 59] - Largest Component Approach

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

> Write a function, *largest_component*, that takes in the adjacency list of an undirected graph. The function should return the size of the largest connected component in the graph.

```
largest_component({
  0: [8, 1, 5],
  1: [0],
  5: [0, 8],
  8: [0, 5],
  2: [3, 4],
  3: [2, 4],
  4: [3, 2]
}) # -> 4
```

```
largest_component({
  1: [2],
  2: [1,8],
  6: [7],
  9: [8],
  7: [6, 8],
  8: [9, 7, 2]
}) # -> 6
```

```
largest_component({
  3: [],
  4: [6],
  6: [4, 5, 7, 8],
  8: [6],
  7: [6],
  5: [6],
  1: [2],
  2: [1]
}) # -> 5
```

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/**](https://www.linkedin.com/in/alvin-zablan-b73a92117/)

What Does A High Trust Team Mean For Code Review?

In this closing section, we focus on the importance of **building and operating within a high-trust engineering team**. Trust is not just a feel-good concept—it directly affects our productivity and velocity when shipping code.

- **We prioritize speed and trust in code review.** When we trust our teammates, we don’t block diffs unnecessarily. Instead, we approve with minor suggestions, knowing the author will follow through responsibly.
- **We use “accept with nits” to keep things moving.** For small, straightforward changes—like renaming variables—we leave a “nit” comment but still approve the diff to avoid introducing unnecessary delay.
- **We avoid slowing each other down over trivial issues.** Each extra cycle of “request changes” can delay code by 1–2 days. We conserve team momentum by trusting competent authors to resolve minor feedback themselves.
- **We treat time as our most precious resource.** Code review should add value without becoming a bottleneck. High-trust practices help us operate with both quality and speed.
- **We maintain expectations through communication.** Even when approving with nits, we clarify, *“Please address before landing,”* so everyone stays aligned on expectations without blocking forward motion.

[Timeless Career Advice] Junior to Senior Engineer (And Beyond)

Congratulations, you made it to the end of the course, **Timeless Career Advice for Software Engineers**!

Bonus documents available to you: 

- [Timeless Advice for SWE Careers \[Cheat Sheet\]](https://drive.google.com/file/d/1gzvPMib9IM1yRdz7qiTIKtcEZFIF0GyQ/view?usp=drive_link)
- [Promotion Guide \[Cheat Sheet\]](https://drive.google.com/file/d/1d8tq9EEL7ZeXKMMf4SFC9zjrOZT7-0nc/view?usp=drive_link)
- [Louie's Income Progression in Tech](https://drive.google.com/file/d/1OKtp67v8V0k52GXnQ9yYsn2n-0zb7dIQ/view?usp=drive_link)

Connect with Louie:

- SmallBets community: [**https://smallbets.com/?utm_source=taro**](https://smallbets.com/?utm_source=taro)
- Twitter: [**https://twitter.com/LBacaj**](https://twitter.com/LBacaj)
- Newsletter: [**https://newsletter.memesmotivations.com/**](https://newsletter.memesmotivations.com/)

Feel free to share any feedback on this course with us at [**team@jointaro.com**](mailto:team@jointaro.com).

Share + get support on the Taro forum: [**joinTaro.com/questions/create/**](http://joinTaro.com/questions/create/)

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).

MongoDB Manager Case Study: The Ultimate Guide To Navigating A PIP

This was a manager at MongoDB who shared a specific story of putting one of their employees on a PIP.

- PIP delivered to people who needed a lot of handholding

  - “Problem presenters” instead of “problem solvers”

- PIPs are hard but not impossible. Goal is to help the employee overcome the situation and contribute to the health of the team.

- **Advice**: “Understand every single word in the PIP”

How Top Tech Companies Handle Management Transitions Differently

This video highlights the nuanced and often sensitive dynamics of engineering manager transitions within tech teams, using Facebook as a case study. It explores how both internal promotions and external hires can be challenging and how strong companies approach the shift with transparency and collaboration.

- **Internal promotions can create awkward dynamics**: When someone from a team of peers is promoted to manager, the shift in role—especially around performance reviews, compensation, and trust—can feel uncomfortable.
- **External hires lack context**: Bringing in a new manager from outside the team can also be disruptive, as they need time to understand the team’s dynamics, working styles, and personalities.
- **Facebook uses a “team consent” model**: At Facebook, any potential new manager—whether internal or external—essentially interviews with the team they would manage. The team's agreement is required before finalizing the transition.
- **Two-way relationship emphasized**: It’s not just the company or leadership choosing a manager; reports also have a say in who manages them. If someone objects, alternative reporting arrangements can be made.
- **Manager-report alignment matters**: The process underlines the belief that management relationships must be mutually respectful and compatible in order to be effective.

Clear Communication For SWEs [Part 7] - The PREP Method

In this video, I delve into the Prep Method, a framework that simplifies communication by structuring messages into four key components: Point, Reason, Example, and Restate. I explain how each element contributes to clear and concise communication, making it ideal for software engineers and various communication scenarios.

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

Amazon Case Study: Detail Pages

In this lesson, we apply everything we've learned about input metrics by walking through a real-world case from Amazon—how we evolved our **selection metric** to better align with customer needs. This story illustrates the complexity, rigor, and iteration involved in making metrics truly actionable and impactful.

### Key Takeaways:

- **We started by identifying strategic input metrics**: Inspired by Amazon’s **growth flywheel**, we identified controllable levers—like low prices, broad selection, and fast delivery—that directly improved the customer experience and fueled long-term growth.
- **We didn’t wait for perfect metrics to begin**: We initially used simple metrics like the number of product detail pages to represent selection, even if they were imperfect. Early measurement got teams moving in the right direction.
- **We learned through missteps**: Our first metric for selection encouraged teams to add lots of SKUs—regardless of demand. Sales didn’t grow, and excess inventory piled up. This forced us to iterate.
- **We refined our metric to reflect actual customer experience**: Over time, we evolved to more nuanced metrics like **detail page views for in-stock items**, and ultimately to **Demand-Weighted Coverage FastTrack In-Stock Percentage (DWC FT %)**—a metric that captured whether customers could *find*, *want*, and *get* an item quickly.
- **We aligned goals with customer value**: Category managers were now measured by how well their products met real customer demand and delivery expectations—not just raw catalog size.
- **We replaced estimates with precise real-time measurements**: When anecdotes didn’t match our metric outcomes, we realized the problem wasn’t in customer feedback—it was in how we were measuring. We moved from snapshot-based approximations to real-time software tracking, which required serious engineering investment.
- **We treated metric-building as an ongoing process**: Measurement accuracy improved over years of trial and error, and nearly every customer-facing metric eventually transitioned from rough proxies to live calculations.

### To dive deeper into Input Metrics Mastery and learn more from Bill and Colin, follow these links:

- Take the full course at their website: <https://workingbackwards.com/>

- Buy the book: <https://www.amazon.com/Working-Backwards-Insights-Stories-Secrets/dp/1250267595>

- Bill's LinkedIn: <https://www.linkedin.com/in/bill-carr/>

- Colin's LinkedIn: <https://www.linkedin.com/in/colinbryar/>

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/)

Master The DSA Interview [Part 11] - Space Analysis

**CORRECTION:** Recursive solutions can also have O(n) space for non-binary search style problems where you don't eliminate half of the problem space with each iteration. The classic example here is using recursion to calculate fibonacci numbers.

Run-time analysis is important, but it isn't everything. When it comes to FAANG, run-time on its own can actually be sorely lacking. This lesson teaches you:

- Why space complexity is also important when it comes to data structures and algorithms
- What a great space complexity analysis looks like, explained with an in-depth example
- A common mistake engineers make with space complexity concerning a very common data structures and algorithms pattern

Negotiation Course: Determine Compensation Benchmarks

The key inputs to determine compensation are level, role/title, industry, geography

Use tools like [levels.fyi](http://levels.fyi) and glassdoor to understand what the typical market rate for the job is.

- **Level**: Offers are formulaic based on level, so you can obviously expect. Don’t reveal this to the recruiter.
- **Industry**: if your job as a SWE is a supportive role for the main product of the company, you’ll typically be paid less (e.g. engineer in healthcare compared to engineer in FAANG)
- **Geography**: California and New York are more expensive than other parts of the US and certainly more expensive than most of the world.

One pro tip here: use <https://h1bdata.info/> to see salary data that companies are legally required to report to the government

However, these sources can be out of date or show an incomplete picture, so the best source is talking to friends or people in the community, like in Taro.

In Rahul’s case, he had a pretty good idea that Snap gave out a lot of equity, Meta gave out huge signing bonuses, etc.

Engineer Your Ideal Tech Career [Part 14] - Defining Near-Term Goals

Moving into your last section and with inspiration from the engineers you just heard from, you can expect to start defining near-term goals that you can implement within the next week, month, or quarter, to start charging towards your ideal long-term career.

This section will include tangible advice you can implement on the job or if you are preparing for interviews.

Looking for mentorship from tech’s top engineers + personalized job hunt assistance and interview prep? [Formation.dev](http://Formation.dev) can provide you unlimited career coaching, technical mentorship, personalized practice, and mock interviews. Join us here: <https://formation.dev/partners/taro>

Worksheet: [Formation - Coding Your Career](https://firebasestorage.googleapis.com/v0/b/tech-career-growth.appspot.com/o/courses%2Fslides%2FFormation%20Career%20Direction%20Worksheet.pdf?alt=media&token=f6344b78-529a-411e-a449-7a34a8d55fc8)

Become A Debugging Master [Part 15] - Monitor System Health

Fixing a bug isn’t the end — true resolution means confirming the fix worked at scale. Here are the core points from the lesson:

- Always monitor system health after a fix using real metrics, not just local device testing, to verify the problem is truly resolved
- Track both user-facing metrics (like revenue, call minutes, login attempts) and code-facing metrics (like error rates, ingress/egress traffic, build failures)
- Be aware of natural variations in user metrics across days, weekends, and holidays so you don’t misinterpret normal fluctuations
- Revisit your original blast radius notes and make sure the impacted areas are reflected in your dashboards to fully validate recovery
- Understand the difference between root causes (e.g., spike in Firestore reads) and lagging indicators (e.g., billing costs) when monitoring your fix

Example metrics dashboard: <https://convertkit.baremetrics.com/>

DSA Crash Course [Part 47] - Tree Min Value Approach

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

> Write a function, *tree_min_value*, that takes in the root of a binary tree that contains number values.
>
> The function should return the minimum value within the tree.
>
> You may assume that the input tree is non-empty.

```
a = Node(3)
b = Node(11)
c = Node(4)
d = Node(4)
e = Node(-2)
f = Node(1)
a.left = b
a.right = c
b.left = d
b.right = e
c.right = f

#      3
#    /   \
#   11    4
#  / \     \
# 4   -2    1

tree_min_value(a) # -> -2
```

```
a = Node(5)
b = Node(11)
c = Node(3)
d = Node(4)
e = Node(14)
f = Node(12)
a.left = b
a.right = c
b.left = d
b.right = e
c.right = f

#      5
#    /   \
#   11    3
#  / \     \
# 4   14    12

tree_min_value(a) # -> 3
```

```
a = Node(-1)
b = Node(-6)
c = Node(-5)
d = Node(-3)
e = Node(-4)
f = Node(-13)
g = Node(-2)
h = Node(-2)
a.left = b
a.right = c
b.left = d
b.right = e
c.right = f
e.left = g
f.right = h

#        -1
#      /   \
#    -6    -5
#   /  \     \
# -3   -4   -13
#      /       \
#    -2        -2

tree_min_value(a) # -> -13
```

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/>

The Importance of Reflection With Time Management

Why is reflection important when it comes to productivity?

True or false: If you aren't getting as much done as you want, you should just work harder.

Which one of these is a concrete tactic you can use to shore up your reflection?

Establish what you want to get done in a given day or week. But if you don't get it done, then you NEED to reflect on **"why"**? Some possible reasons you might come up with it: 
- Procrastination
- Lack of clarity
- Missing information 
- Ad-hoc meeting

Now use this as learning going forward to make better estimates. Reflection is important enough that you should block time your calendar for it.

[Masterclass] How To Be An Amazing Interviewer In Tech

For all the core points, you can find them in the slides below. For this video summary, we're going to share our Top 5 insights from the session:
- The tension of being a great interviewer is that you need to balance getting signal of the candidate's ability while maximizing candidate experience.
  - Can you make it so that the candidate had a good time even if they failed?
- Getting signal happens when the candidate has to figure out a challenge. *This means that you need to be very careful giving hints*. If you give too many hints, you are solving the problem for them.
- **Never ever end an interview early due to poor candidate performance, especially an onsite round**. Turn the interview into a fun pair programming exercise where you build cool stuff and help them become a better engineer.
- If you're the candidate, communicate as much as possible and don't fish for hints. This gives the interviewer more opportunities to help you out. Doing the opposite can doom your chances.
- At the end of the day, the interview process is made up of people on both sides, interviewee and interviewer. Let's all make the world a little better by striving to be good interviewers!

Related resources:
-  [Presentation slides](https://docs.google.com/presentation/d/1oBNstU-3TJlPGc8Rc5K7AfUUdr7OUo1ADT3JPa4ecSk/edit?usp=sharing)
- [In-depth session on acing your DSA interview](https://link.jointaro.com/cponWycMZZfkRNBW8)
- [In-depth session on acing your system design interview](https://link.jointaro.com/FWp3fithS4xzp3dx7)

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.