Build Support Groups

We explain why building community after a layoff can dramatically improve both emotional resilience and job-search outcomes. Here are the core points from the lesson:

- Layoffs create a natural sense of solidarity, and bringing laid-off peers together helps transform an isolating experience into a shared support system.
- Being proactive about forming or joining support groups—through spreadsheets, LinkedIn, or communities like Taro—creates powerful networks of talented people who can help one another.
- Regular check-ins, shared encouragement, and activities like mock interviews provide structure, accountability, and momentum during the job search.

Choose A Financially Sound Company

We outline the concrete, proactive steps you can take to reduce layoff risk by choosing the right company upfront.

- The most important controllable factor is company selection, with profitability as a key litmus test, since companies that spend more than they earn are far more vulnerable in tighter markets.
- Hiring quality and pace matter: overly easy interviews and hyper-aggressive headcount growth are red flags that often signal overhiring and future layoffs.
- Healthy companies tend to grow steadily rather than stagnate or attempt extreme, unsustainable expansion, especially given the high cost of tech talent.
- Clear product direction and strong leadership are critical, particularly for startups, and can often be evaluated through interviews, vision clarity, and how leaders communicate.
- There are two valid ways to assess company health—analyzing financials directly or reading secondary signals like employee quality, departures, and trusted insider perspectives—and combining both approaches gives the strongest signal.

Who Gets Cut In A Layoff?

We explain how companies decide who gets laid off and why, from the outside, the process often feels random and opaque.

- There is no universal rule for layoff selection, as decisions vary heavily by company, leadership style, and timing, making it impossible for individual contributors to reliably predict outcomes.
- Common factors considered include performance, the business importance of a team, seniority, and tenure, but each of these can cut both ways depending on company priorities and cost pressures.
- From an individual contributor’s perspective, mass layoffs often feel random because decisions are made quickly, by very few executives, and with incomplete information to avoid panic.
- At large companies, layoffs are often driven by shareholder or board pressure to improve profitability, while startups are guided by burn rate, runway, and investor feedback in a tighter funding environment.
- Layoffs can also be opportunistic, used to trim perceived excess, remove deprioritized teams, or reset perks, with additional randomness introduced by legal safeguards like manager quotas to reduce lawsuit risk.

Finding Scope To Grow

We walk through how to evaluate whether a team offers real *scope for growth*—one of the most important factors for long-term career progression.

Here are the core points from the lesson:

- We suggest assessing a team’s track record of major launches: frequent, meaningful wins signal room for impactful work, while long dry spells often indicate a team that is either too new (unstable) or too mature (no hard problems left to solve).
- We point out that very mature orgs like core Facebook Feed may be so optimized that it’s nearly impossible to produce meaningful results, making promotions extremely difficult; meanwhile, very new orgs offer big scope but come with chaos and uncertainty.
- We recommend examining the level distribution on the team: a healthy mix of engineers more senior *and* more junior than you enables both mentorship (learning) and leadership (scope creation), whereas being the most junior or most senior can severely limit growth.
- We advise deeply evaluating the engineering manager’s track record—whether they have successfully grown people from junior → mid-level → senior → staff—because a strong EM accelerates your development, while a newly minted or unproven EM introduces career risk.

Underrated Career Goals

We highlight the qualities engineers consistently underestimate and why these matter far more than most people realize when choosing a company or team.

Here are the core points from the lesson:

- We emphasize that the most underrated factor by far is a truly supportive team: a strong manager, teammates who challenge and care about us, and an environment where we grow—something incredibly rare, worth cherishing, and often more valuable than joining a prestigious brand.
- We explain that growth opportunities don’t come automatically from prestige; even at places like Meta or Google, you can land on a team with poor scope or weak culture, and real growth often requires intentional team selection and proactive effort.
- We stress that stability and sustainable work-life balance are often undervalued by early-career engineers, who assume they can power through long hours, even though sustained 60-hour weeks degrade learning, productivity, and mental health—and that the best creators historically do only a few hours of deep work daily.

Career Priorities List

We walk through the many different priorities that can shape which company and team are truly right for us, and why this makes the choice so hard.

Here are the core points from the lesson:

- We list 14+ possible priorities—compensation, work-life balance, company prestige, supportive team, growth opportunities, stability, maximum outcome (upside), remote work, product space, company ethics, technical space, title, benefits (like parental leave), and location—showing how many different axes there are to optimize for.
- We explain nuances within each priority: for example, early-stage startups can offer huge upside but high risk, big tech often offers more stability but lower ceiling, and team makeup/scope can make or break growth even inside a good company.
- We emphasize that the macro environment (economy, industry turbulence, company-specific churn) must be considered alongside our personal priorities when evaluating offers and career moves.
- We share that we have strong opinions and heuristics, but the goal is for each of us to examine and “stack-rank” our own priorities, test our assumptions, and disagree deliberately rather than blindly following default paths like “just go to FAANG.”

Create A Promotion Plan

In this lesson, we explain why creating a written promotion plan is essential and how treating it like a living contract dramatically increases our chances of moving up, even though perfection or guarantees don’t exist.

- We emphasize getting everything in writing: building a promotion plan that outlines exactly what “performing at the next level” looks like, so expectations are clear and aligned.
- We note that even with a solid plan, promotions can fall through due to org politics or director-level decisions—but having a plan still increases success odds by 10x compared to “just doing good work and hoping.”
- We highlight the need to maintain the plan monthly, updating it as org priorities, reorgs, or company conditions shift—especially crucial at senior or staff levels where project selection matters.
- We explain the importance of defining the delta between your current level and the next—clarifying what skills, behaviors, or scope need to improve.
- We recommend structuring the plan around the company’s evaluation axes (e.g., engineering excellence, direction, project impact, people) to clearly identify which “stats” need leveling up.

Your Rating Should Never Be A Surprise

In this lesson, we explain why your performance rating should *never* be a negative surprise and how maintaining transparent, ongoing conversations with your EM prevents career-derailing outcomes.

- We emphasize that if you expect “meets” and end up on a PIP, something has gone catastrophically wrong—and it’s almost always preventable through proactive communication.
- We recommend regularly asking for a *hypothetical rating* (“If you had to rate me today, what would it be?”) while explicitly acknowledging it’s not a guarantee—this makes managers comfortable giving candid signals.
- We highlight that good managers are usually 80–90% accurate with these hypothetical ratings, giving you strong insight into where you truly stand.
- We note that engineers who avoid this conversation out of discomfort effectively “walk themselves off a cliff” by choosing to stay in the dark.
- We reinforce that building trust through vulnerability, consistency, and strong 1:1 habits unlocks your manager’s willingness to give honest performance signals—ensuring you’re never blindsided.

The Basics

In this lesson, we outline how to structure manager 1:1s so they become one of the most powerful tools for growth, clarity, and alignment in the IC–EM relationship.

- We highlight that the gold standard for 1:1s is weekly, recurring, and 30 minutes long, which is long enough for meaningful depth but manageable on a manager’s packed calendar.
- We stress that cancellations should be rare because these meetings are the “lifeblood” of the relationship and the primary space where trust, alignment, and problem-solving happen.
- We recommend keeping a running meeting notes document with agendas, discussion points, and assigned action items to ensure continuity and accountability.
- We emphasize that although 1:1s take only \~1–2% of our weekly hours, they influence 30–70% of how quickly we grow and how effectively we leverage our EM.
- We reinforce that strong engineers prepare intentionally for these meetings—coming with notes, plans, and reflection—rather than waiting passively for their manager to drive the conversation.

Feedback Is A Gift. Seriously

In this lesson, we explore how feedback, especially how we *receive* it, is one of the most important levers for building trust with our engineering manager and accelerating our career growth.

- We highlight that managers are the primary (and often only) source of meaningful feedback, since peers rarely want the discomfort or risk of giving constructive criticism.
- We emphasize that when we first receive feedback, our job is to say **thank you**, avoid defensiveness, and take time to reflect—even if we disagree or feel misunderstood.
- We explain that most feedback contains at least a kernel of truth, and our responsibility is to identify what’s useful and implement changes quickly, then follow up later to show progress.
- We warn that pushing back defensively can permanently shut down future feedback, leaving us “rudderless” with no insight into what to improve.
- We share that the fastest-growing engineers treat feedback as a superpower: they assume good intent, absorb nuance, implement rapidly, and create a virtuous cycle where their manager is eager to invest even more in their growth.

Partner, Not A Boss

In this lesson, we talk about shifting the mindset from seeing an engineering manager as an authority figure to treating them as a partner whose incentives align closely with ours, unlocking far more growth and support.

- We emphasize that while EMs have real power (performance reviews, promotions, PIPs), relating to them through fear undermines trust, collaboration, and growth.
- We highlight that both we and our EM share the same fundamental goal: maximizing our impact, because our increased impact directly elevates their team impact.
- We explain that when we grow, deliver more, and navigate the org effectively, our manager looks better—so supporting our development is in their best interest.
- We encourage adopting a peer-like, partnership mentality rather than a hierarchical one, which creates more openness, trust, and meaningful dialogue.
- We reinforce the idea that adding value to our manager—through communication, initiative, and impact—encourages them to reciprocate with resources, advocacy, and opportunities.

Be Very Visible

In this lesson, we focus on the importance of visibility in the IC–manager relationship by making sure our EM always knows what we’re doing, where we’re succeeding, and where we need help.

- We emphasize assuming our EM has *no idea* what we’re working on; their schedule is chaotic, especially for high-performing managers, so visibility must come from us.
- We recommend over-communicating: CCing them on major updates, posting milestones publicly, and adding them as optional attendees to key meetings so they can see our impact firsthand.
- We note that joining high-stakes meetings (like SEV investigations) gives managers direct visibility into our leadership, problem-solving, and alignment skills.
- We highlight that 1:1s are the most valuable channel for surfacing wins, blockers, and complex problems that require “manager API powers.”
- We reinforce that visibility builds organizational reputation and that one of the traits managers value most is strong communication, where bad news early is fine, but surprising bad news is not.

The Onus Is On You

In this lesson, we focus on how to approach the engineering manager (EM) relationship effectively, emphasizing that our success depends heavily on how we engage, not on our manager doing everything for us.

- We stress that the responsibility for our career growth lies with us, not with our EM; they’re busy, context-switching across many reports, and can’t automatically know our needs or struggles.
- We explain that EMs need clear direction from us—without input, they can’t create opportunities, remove blockers, or advocate on our behalf.
- We compare managers to an API: they won’t initiate action on their own, but when we “call” them with the right inputs, they can be incredibly valuable resources.
- We reinforce that good managers will support us deeply if we engage correctly, but it’s our job to plug in and guide that support.
- We highlight that initiative is one of the most appreciated traits: EMs love working with engineers who proactively identify problems, propose ideas, and seek impact without needing to be pulled along.

Tailoring Your Answers

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

To deliver unforgettable interview answers, we need to learn how to tailor our responses to match the company, the role, and the specific audience we’re speaking to. This session explains how to adapt our stories based on context, organization type, and our own leadership philosophy—even when we haven’t faced a specific scenario before.

- **Tailor Stories to the Team and Business**
  - We must deeply understand the hiring team and the company’s business context to highlight the most relevant parts of our story.
  - Even small adjustments—altering 10% of a story—can have a big impact in aligning with the company’s values and needs.
- **Adapt Answers Based on Company Type**
  - For example, when answering a question about influencing stakeholders, we need to highlight different dynamics depending on whether it’s a startup (external stakeholders like customers or investors) or a big org (internal cross-functional teams).
  - Similarly, questions about balancing delivery vs. quality should be approached differently for consulting roles (focus on fast delivery and milestones) vs. product roles (focus on long-term impact, maintainability, and operational excellence).
- **Responding to Questions You Haven’t Faced Before**
  - If we haven’t directly experienced a situation (e.g., managing underperformers or doing capacity planning), we should draw on adjacent stories and clearly articulate our leadership philosophy and approach.
  - It’s helpful to describe what we’d do in the first 90 days on the job—such as building a plan or upskilling—and how that reflects our values and learning mindset.
- **Use Leadership Philosophy as a Guide**
  - Our answers should reflect consistent values, such as building high-performing teams, holding people accountable, and prioritizing quality.
  - Even without a direct experience, framing our response through this philosophy helps convey credibility, ownership, and potential.

Getting Extra Help

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

Get 1 on 1 coaching from Alex here (mention Taro and get 10% off): <https://www.alexkliotzkin.com/>

To succeed in Engineering Manager interviews, we need to do more than prepare our answers—we must *practice intentionally and iteratively*. This video highlights how structured practice can dramatically improve our communication, clarity, and confidence.

- **Mentally Rehearse with Visualization:** We should regularly visualize being in the interview, anticipating questions, and mentally walking through our stories and responses. This builds fluency and composure.
- **Write Stories for Guidance, Not Scripts:** Documenting our stories helps solidify what we want to say, but we shouldn’t memorize or regurgitate them. The goal is clarity on the *core signals* and themes we want to convey.
- **Record and Review Ourselves:** Watching ourselves on video is uncomfortable but invaluable. It reveals nervous tics, verbosity, or lack of clarity, and helps us iterate quickly.
- **Practice with Others for Realistic Feedback:** Mock interviews with someone—ideally a professional coach—simulate real pressure and provide tailored feedback. This is the most effective way to get interview-ready

Going From Good To Unforgettable

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

To turn our engineering manager interviews from good to unforgettable, we need to move beyond structured responses and tap into a deeper level of storytelling that integrates our leadership philosophy, self-awareness, and clarity of thought. This video teaches us how to do exactly that by weaving together frameworks, personal reflection, and strategic communication.

- **Pair STAR with Philosophy and Frameworks:** We start with the STAR method (Situation, Task, Action, Result), but go deeper by clearly highlighting the conflict in the situation and pairing our actions with leadership philosophies and mental frameworks. This helps reveal not just what we did, but *why* we did it and how we think as leaders.
- **Answer the “Question Behind the Question” (QBQ):** Every interview question has a hidden layer—what the interviewer *really* wants to know. For example, “Have you dealt with underperformance?” isn't just about that event; it’s probing our ability to have hard conversations, uphold standards, and lead consistently.
- **Embed Systems, Frameworks, and Learnings:** Our answers should demonstrate how we operate systematically. For instance, when describing how we mediate conflict, we explain our decision-making framework and show how it was applied in real situations, reinforcing our credibility and maturity as leaders.
- **Think Beyond the Surface:** Questions like “How do you motivate your team?” are really asking about our leadership style, understanding of technical people, and ability to balance individual, team, and org-wide goals. We must address these nuances and explain how motivation is an ongoing, intentional process.
- **Use the EM Interview Formula:** The real formula for standout interviews is *(QBQ) + (Philosophy + Systems + Frameworks) + (Real Story + Learnings).* This holistic approach helps us craft answers that are authentic, insightful, and tailored to what EM interviewers truly care about.
- By leaning into this deeper method, we don’t just pass interviews—we leave a lasting impression.

STAR

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

Engineering manager interviews focus heavily on **behavioral assessments**, and using a structured response framework like **STAR** can help clearly demonstrate leadership competencies and impact. STAR stands for **Situation, Task, Action, and Result** and is widely recommended for leadership roles due to its clarity and depth.

- **Situation**: Set the context of your story—when, where, and why it happened—so the interviewer understands the environment and background.
- **Task**: Define your responsibility in that situation and any challenges you faced while addressing it.
- **Action**: Detail the specific steps *you personally* took, what you owned, and how you worked with others.
- **Result**: End with measurable outcomes like cost savings, quality improvements, time to market, or customer/team impact. Show the success and its scale.

Homework: Define Your Engineering Management System

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

To answer engineering manager (EM) behavioral interview questions effectively, it’s essential to clearly articulate your **leadership style and decision-making frameworks**. Interviewers expect thoughtful, structured responses that show how you operate as a leader across the core responsibilities of the role.

- **Three Core EM Responsibilities**: Every EM must deliver results, lead the team, and manage stakeholders. You must show systems and habits that support all three.
- **Delivery Systems**: Explain how you ensure *sustainable delivery*—using tools like KPIs, OKRs, sprint metrics, dashboards, and demolocation strategies.
- **Team Leadership**: Be ready to share your approach to building *high-performance cultures*, setting team structures, conducting 1:1s, growing individuals, and setting vision and expectations.
- **Stakeholder Management**: Detail how you *influence and align* stakeholders—through communication systems, relationship building, regular reporting, and rituals like syncs and buy-ins.

Writing down these frameworks helps reinforce your leadership identity and provides a solid foundation for compelling interview storytelling. Let me know if you’d like help turning this into a worksheet or practice guide.

Team Dynamics

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

To stand out in EM interviews, it’s not enough to understand the company—you also need to empathize with the **team’s specific challenges**. By researching and anticipating what the team needs, you can tailor your answers to resonate with the hiring manager and demonstrate high potential fit.

- **Put Yourself in the Hiring Manager’s Shoes**: Use empathy to analyze what the team is responsible for and what challenges might be preventing sustainable delivery.
- **Anticipate Common Team Challenges**: These may include stakeholder alignment in large orgs, speed in startups, product robustness, scaling issues, or even interpersonal conflicts like team infighting.
- **Showcase Relevant Experience**: Prepare stories from your own background that reflect how you’ve solved similar problems or would approach the challenges facing this specific team.
- **Turn the Interview into a Conversation**: Ask insightful questions to learn more about the team’s current pain points. This shows curiosity, initiative, and models what working with you would be like.

Business Dynamics

If you want direct interview support from Alex and Uzair, take their live Maven course with discount code **TARO10**: <https://maven.com/alex-kliotzkin/acing-em-interviews>

Many engineers struggle with engineering manager (EM) interviews because they underestimate how different they are from individual contributor (IC) roles. This course aims to prepare candidates for the unique expectations, mindset, and evaluation criteria involved in EM interviews.

- **Shift in Role and Expectations**: Transitioning from IC to EM is not just a promotion but a full career change, requiring a shift from deep technical implementation to broad people and strategy responsibilities.
- **Interview Criteria Differences**: For EM roles, **80% of the evaluation is behavioral** (trust, leadership, communication) and only 20% is technical (system design, operational excellence), the reverse of IC interviews.
- **Understanding the Hiring Manager's World**: EM interviewers, typically directors or above, prioritize reliability, trust, emotional maturity, and ownership. Candidates must show they can simplify complexity and manage uncertainty.
- **Research and Business Alignment**: Successful candidates understand the business context of the role (e.g., quality for physical products, speed for startups, security for regulated industries) and tailor their answers accordingly.
- **Empowerment Over Expertise**: EMs don’t need to be the most technical on the team. Their primary responsibility is to ensure the team delivers by empowering others and focusing on strategic growth and impact.

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.