Learning From Mistakes

In this section, we reflect on how **mistakes and operational defects** became valuable sources of new input metrics at Amazon. Through a disciplined **Correction of Errors (CoE)** process, we turned setbacks into opportunities for learning, system improvement, and metric discovery.

### Key Takeaways:

- **We embraced mistakes as learning opportunities**: We openly discussed errors and failures—not to assign blame, but to understand what went wrong and how to prevent it next time.
- **We asked predictive questions**: For every defect, we asked: *What metric could have predicted or prevented this?* Often, the answer revealed a missing input metric that we needed to start tracking.
- **We built systems to measure what we were missing**: Once we identified a critical input metric, we prioritized building the tools and infrastructure to capture it—and ensured it was reviewed in our Weekly Business Review (WBR).
- **We used a structured CoE process**: The CoE included five steps—identifying the error, documenting and responding, root cause analysis (often using the “Five Whys”), developing corrective actions, and then implementing and monitoring those changes.
- **We integrated input metrics into operational reviews**: Many of the metrics that emerged from the CoE process became part of our regular metric reviews, helping us catch future problems early and improve reliability across systems.

This practice helped us create a culture where **defects became a trigger for innovation and deeper operational control**, not just patchwork fixes.

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/>

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.”

Become An Engineer Influencer [Part 6] - LinkedIn and Twitter

How Engineering Managers Are Evaluated

In this lesson, we walk through how managers are evaluated, what “meeting” versus “exceeding” expectations looks like, and how we as ICs can help them succeed, which in turn helps us.

- We emphasize that a manager’s core responsibility is delivering team impact—not promotions, not firing—so our goal is to help them maximize that impact.
- We learn that strong managers are influential: they build relationships, earn trust, and can meaningfully sway decisions both across and above the team.
- We outline “managing down,” which includes recruiting top engineers, retaining high performers, setting priorities, enabling growth, and dealing directly with low performers through feedback, PIPs, or transitions.
- We highlight the importance of retention as a key evaluation metric—if everyone wants to leave a manager’s team, leadership sees that as a failure.
- We explore “managing up,” where managers frequently provide updates to directors/VPs, take ownership of escalations, and proactively communicate timelines, issues, and product health to leadership.

Why Being A Good Interviewer Is So Hard

Every software engineer know what it's like to be interviewed, but few know what it's like being on the other side of the table giving the interview. It's important to understand this flipped perspective as it will help you resonate with the interviewer.

Here are the core points from the video:
- A good interviewer has 2 core goals:
  - Get signal on the candidate's abilities
  - Provide a great candidate experience
- Unfortunately, these 2 things usually conflict. In order to get good signal, the candidate often times has to struggle to solve a tough problem. Struggle is generally not associated with good experience.
- *A truly good interviewer makes it so that the candidate enjoyed their round even if they didn't pass.* This means that you need to get signal in a positive way by building the candidate up and bringing out their true skills without solving too much of the problem for them.

Related resources:
- [[Taro Top 10] Effective Interview Prep](https://www.jointaro.com/playlist/HLBYxJI7D1j8STolrwum/)
- [[Masterclass] How To Ace Your Big Tech Interview - Data Structures And Algorithms](https://www.jointaro.com/lesson/V4sTACzfOh22nMVcUV3w/masterclass-how-to-ace-your-big-tech-interview-data-structures-and-algorithms/)
- [[Masterclass] How To Ace Your Big Tech Interview - System Design](https://www.jointaro.com/lesson/J3I9fTW9ulr6T9KjxpqY/masterclass-how-to-ace-your-big-tech-interview-system-design/)
- [How Alex Got Into Meta With 0 Prior LeetCode Experience](https://www.jointaro.com/lesson/ZYiTbN21FsqFxFdpwt5a/how-alex-got-into-meta-with-0-prior-leetcode-experience/)

SWE Internship Survival Guide [Part 9] - Build In Public

It’s not enough to quietly ship code during your internship—sharing your progress publicly is a key strategy for visibility and success. Here are the core points from the lesson:

- By default, no one except your mentor may know what you’re working on, so it’s your job to build in public and generate awareness
- Visibility leads to stronger relationships, more feedback, and more people who can advocate for you when return offer decisions are made
- Intern projects often aren’t on the critical path, making it even more important to market your work through demos, updates, and conversations
- Reusing assets like screenshots or videos from your pull requests is a great way to showcase progress
- Use team standups, Slack channels, emails, and meetings to share what you’ve built and invite feedback, always including links and tagging collaborators to maximize engagement

Amazon Aurora: Design Considerations for High Throughput Cloud-Native Relational Databases

Session led by [Dharin Shah](https://www.linkedin.com/in/dharinshah/)

In this session, we delve into the intricacies of Amazon Aurora, a high throughput, cloud-native relational database designed to meet the demanding scalability and performance requirements of modern applications without compromising on the simplicity of access via SQL. The paper presents a thorough examination of the design considerations that underpin Aurora's architecture, understanding how it achieves unparalleled levels of efficiency and reliability within the cloud. We will explore key concepts such as Aurora's distributed and decentralized approach, fault tolerance mechanisms, and the optimization of data storage and retrieval processes.

Gilad’s Take: Missed Estimates

In this exercise, we explore how to manage an individual contributor who is consistently underperforming—missing estimates or failing in execution. This presents a valuable opportunity for us to create both individual and team-wide impact.

- We help the individual grow by **improving their estimation and execution skills**—through coaching, targeted training, mentorship, and root cause analysis.
- We aim to **understand the specific failure points** by collecting data and maintaining an open yet high-bar conversation with the individual.
- We don't just focus on the individual; we **expand our lens to the team**, recognizing that underperformance affects teammates who rely on timely outputs.
- To support the broader organization, we look for ways to **minimize the blast radius**, reducing the negative impact on the surrounding team while working toward resolution.
- This is about **maximizing delta**: helping one person improve while also protecting and enabling the rest of the group to thrive.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

When To Join Big Tech

We suggest reframing the question from *"Should I join Big Tech?"* to *"When should I join Big Tech?"*, since careers are long and dynamic.

**Benefits of Joining Early in Career**:

- Helps build a strong technical foundation and network when you're still a “blank slate.”
- Younger professionals often tolerate intense work environments better and adapt more quickly.
- Early high compensation can fund future ventures, such as startups or sabbaticals.
- The prestige and connections can accelerate future career moves or entrepreneurial efforts.

**Risks of Joining Early**:

- You might get *addicted* to the high salary and lifestyle, making it hard to leave for riskier opportunities like startups.
- Over time, lifestyle creep (e.g., mortgage, luxury spending) can reduce your willingness to take professional risks.

**Benefits of Joining Later in Career**:

- Allows you to first take bold bets (e.g. startups) when personal financial obligations are low.
- You may be hired at a **higher level** based on your broader experience—potentially earning more equity than someone promoted internally.
- Helps avoid promotion bottlenecks (e.g. SD2 to SD3 at Amazon, L4 to L5 at Google) by lateral hiring into senior roles.

**Risks of Joining Later**:

- Financially, the expected value of going solo or taking high-risk paths is lower due to high startup failure rates.
- Missing out on earlier career momentum and brand-building that Big Tech can provide.

You listened. But not to what mattered.

It’s possible to replay the entire meeting in your head and still miss the thing they needed you to hear.

This isn’t about listening better.\
It’s about listening for something else entirely.

**Want to go deeper?**

- Explore more tools and courses at [**Taha’s Method**](https://www.tahasmethod.com/) — from interview prep to leadership development.

- Follow me on [**LinkedIn**](https://www.linkedin.com/in/tahahussain/) and subscribe to my weekly newsletter, [**The Conscious Leader**](https://tahahussain.substack.com/), for more lessons like these.

- Get 30% off [**Top Tech Leader**](https://bit.ly/tarotopleader) with code **ILOVETARO** (exclusive for Taro members).

Successful Disagreements for Software Engineers

[**Ryan Alexander Wiens**](https://www.linkedin.com/in/ryan-wiens/) is an experienced English communication coach who has worked with more than 70 SWEs. In this workshop, he shares the nuances of expressing disagreement in a constructive and respectful manner. With years of coaching under his belt, Ryan understands the challenges faced by engineers when English is not their first language.

**Key Takeaways:**

- Understand the phases of a diplomatic disagreement.
- Interactive exercises including breakout rooms and real-time Q&A.
- A phrase bank for participants to use in their daily communications.
- Practice scenarios on common workplace topics for SWEs.

Ryan discussed the importance of including the right words and phrases, clear thinking, defined outcomes, and effective communication frameworks. He underscored the need for skills such as active listening, presenting new ideas, building rapport, and confidence in practical application. Ryan also led a discussion on the topic of successful disagreement at work, suggesting that the level of comfort with disagreement might depend on the situation and culture of the workplace.

**Disagreement's Importance in the Workplace**

Ryan emphasized the importance of expressing disagreement in the workplace, as it leads to better decision making, avoids useless work, and creates opportunities for learning and growth. They stressed the need for disagreement to be done respectfully, keeping it impersonal and listening to others before forming a response. Additionally, they suggested picking battles wisely and staying calm and respectful. 

**Constructive Disagreement Framework**

Ryan introduced a framework for constructive disagreement that emphasized respect, evidence-based opinions, and softening disagreements. He encouraged attendees to suggest phrases to use when expressing disagreements respectfully. Instead of using the word "but" in conversations, Ryan suggests alternatives to soften disagreements. At the same time, you should own your disagreements and remove bias from the message. In situations of imbalanced authority, Ryan advised picking battles carefully and being strategic about which battles to pursue.

Ryan led a group activity aimed at fostering disagreement resolution skills. Find the [worksheet here](https://drive.google.com/file/d/1G0As8QS7MZ4O0PTCeDEPeSborW9ahU_m/view?usp=sharing).

Additional resources: 

- [\[Masterclass\] How To Build Deep Relationships Quickly In Tech](https://www.jointaro.com/lesson/tyaPFMXPoz2pmzB7OVzt/masterclass-how-to-build-deep-relationships-quickly-in-tech/)
- [\[Masterclass\] How To Work Better With Your Engineering Manager](https://www.jointaro.com/lesson/2PbJb2fuqF3iMHy57eEg/masterclass-how-to-work-better-with-your-engineering-manager/)

SWE Internship Survival Guide [Part 17] - Midpoint Check-In

When you’re aiming for a return offer as an intern, your final performance review can feel like a high-stakes moment. But it *shouldn’t* feel like a mystery. This lesson focuses on how to avoid surprises by being proactive about getting feedback and tracking your progress during the internship. Here are the core points from the lesson:

- Performance reviews shouldn’t be surprises—interns should proactively schedule a midpoint check-in (around week 5 or 6 of a 12-week internship) to gauge how things are going
- Use this check-in to ask honest questions about how you’re doing, what areas need improvement, and how you’re trending toward a return offer
- Treat it as a formal feedback session: retitle the meeting, extend its duration, and come prepared with your accomplishments and areas for growth
- Ask for clarity on how interns are typically evaluated and where you currently stand—phrasing questions with curiosity can unlock more candid feedback

Onboarding Strategies For Engineers [Lightning Lesson]

As a new hire, onboarding is your responsibility, not your manager's.

The first few months in your job are crucial for creating first impressions and relationships that can either accelerate your success or limit your potential.

This is one of the concepts we cover in the Senior to Staff cohort-based course in June: <https://maven.com/taro/senior-to-staff>

30% of tech workers leave their jobs within 90 days -- don't be one of them! What you'll learn:

### **My Talk & Observe framework**

Build respect with your new manager and team.

### **4 key questions to ask your colleagues**

Learn crucial context and history from colleagues on your team or adjacent teams.

### **How to prevent failure modes**

Too many engineers are surprised with negative feedback in their first performance review -- we'll discuss why.

"What does your day to day look like?" - 8/19/2022

- *In short, it varies a **lot**.* Startups are extremely unpredictable, and the biggest problem facing the company will change every month or even every week.
- However, there are 2 constants:
  - **Talking with new Taro Premium members** - We chat 30 minutes with every new member to get to know them, make sure they're set up properly within the community, and understand their job and career goals. These meetings add up, and we have a decent amount of them every day.
  - **Talking with Rahul** - There's always a ton going on, and we always have a bunch of ideas on how to evolve Taro, so we need a lot of time to talk each day, usually 45 minutes to 1 hour. According to YC, cofounders falling out is the #1 reason startups fail, so we really want to make sure that doesn't happen.
- We try to get a decent amount of code in every week, but it's hard to find time for it and the company's top priorities are often times not build related.
  - On a side note, the highest build priority for us right now is to really make the Taro web app silky smooth.
- We are fundraising right now, so that's dominating our lives.
- We have a lot of meetings in general as networking is crucial for startups.

Maximize Your Equity And Benefits In Tech [Part 13] - Stock Option Basics

Stock options offer exciting upside but come with layers of tax complexity depending on type and timing. Here are the core points from the lesson:

- Private company stock options come in two forms: incentive stock options (ISOs) and non-qualified stock options (NSOs), each with different tax rules
- NSOs trigger ordinary income tax at exercise on the spread between strike price and fair market value, with additional capital gains tax upon sale
- ISOs can offer better tax treatment if held for 2 years from grant and 1 year from exercise, avoiding ordinary income tax but potentially triggering alternative minimum tax (AMT)
- Selling ISOs in the same year as exercising can help avoid AMT, but splitting the tax years may result in both AMT and ordinary income tax, creating a worst-case scenario

Next steps with Andy:

- [Connect with Andy on LinkedIn](https://www.linkedin.com/in/andymoranio)
- [Leave feedback and/or sign up for Andy’s newsletter](https://subscribepage.io/taroequitycourse)
- [Schedule a consultation](http://adastrafp.com/contact-us/)

Your Happiness Comes First

We wrap up the discussion on working in Big Tech and end with an important philosophical reminder about career and life priorities.

- **Happiness &gt; Hype**: At the end of the day, *it's not worth it if you're not happy*. Your career is a means to a fulfilling life—not the purpose of your life. Prioritize what genuinely brings you joy and purpose.
- **Software Has Many Paths**: There isn’t just one archetype of success in tech. Whether you're a master debugger, a product-savvy tech lead, or a great communicator, there’s a path that fits your strengths and passions.
- **Find Work That Feels Effortless**: If there’s something you enjoy doing so much that it doesn’t feel like work—chase that. Use it as a compass for your long-term career direction.
- **Ignore Peer Pressure**: Just because working at Big Tech is glorified doesn’t mean it’s the best choice for everyone. Many engineers thrive and find faster growth at smaller startups or hyper-growth companies.
- **Be True to Yourself**: Use the information provided as tools—not mandates. The goal is to make **informed, authentic decisions** based on your own values, priorities, and vision for your life and career.

The main idea is to *reflect intentionally*, embrace your individuality, and chart a career path that aligns with your unique definition of success.

Ship & Grow 500k+ User Side Projects [Part 12] - 1 Star Reviews Are The Best

Everyone looks having good things said about them. However, this often isn't too useful when it comes to your side project. This lesson teaches you:

- Why negative reviews can be far more valuable than positive reviews a lot of the time
- The mindset you should have with negative reviews of your side project
- How responding to negative reviews properly can massively increase the reputation of your side project

Become An Engineer Influencer [Part 13] - Importance of Process

Have A Conversation About Conversation

In this lesson, we explore how to set up a healthy, effective relationship with an engineering manager by having a “meta” conversation early—one that focuses not on tasks, but on how we want to work together.

- We introduce the idea of a personal “README file,” where we proactively explain our background, working style, motivations, and concerns so our EM understands how to support us.
- We emphasize sharing what energizes us and what drains us, giving our manager the context they need to advocate for us and assign work that helps us thrive.
- We suggest regularly reflecting on what’s going well and what isn’t—using 1:1s not just for status updates, but for deeper calibration on collaboration.
- We call out the importance of explicitly discussing how we prefer to receive (and give) feedback, whether direct and verbal or written and reflective.
- We highlight that starting the relationship with these meta conversations sets the foundation for a smoother, more aligned partnership with our EM.

Amazon Behavioral Interview [Part 21] - Disagreeing With Your Manager (Answer)

This video segment describes a situation where the interviewee disagreed with their manager's directive to implement a 15-minute response time for customer escalations.

- **Identified the Conflict:** The interviewee recognized that the 15-minute response time was unrealistic and impractical for their team, considering factors such as:

  - **Global Time Zones:** Many customers were located in different time zones, making immediate contact difficult.
  - **Internal Coordination:** Coordinating with internal stakeholders, such as sales teams, was necessary before contacting customers.
  - **Complexity of Escalations:** Resolving complex escalations often required significant internal investigation and coordination.

- **Proposed an Alternative Solution:**

  - The interviewee proposed a more realistic goal: contacting the customer within one hour of receiving the escalation.
  - They emphasized the importance of internal coordination and collaboration with sales teams.
  - They introduced a key performance indicator (KPI) of "time to first response" within one hour, focusing on a 90th percentile target.

- **Navigated Challenges:**

  - The interviewee faced resistance from both their manager and their team.
  - They effectively addressed the concerns of the sales team by improving communication and coordination.
  - They gathered data to support their proposed solution and successfully presented it to their manager.

- **Achieved Positive Outcomes:**

  - The team successfully met the 90th percentile target for time to first response.
  - Customer satisfaction improved.
  - The interviewee demonstrated effective communication, negotiation, and problem-solving skills.

This example demonstrates the interviewee's ability to: ***Challenge assumptions:*** *They questioned the feasibility of the 15-minute response time and proposed a more realistic alternative.* **Collaborate effectively:** They worked with their team and other stakeholders to address the challenges and implement the new approach. ***Drive positive change:*** *They successfully implemented a new process that improved customer satisfaction and team efficiency.* **Demonstrate resilience:** They persevered despite initial resistance from their manager and their team.

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

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.