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.

Code Review is Undervalued

In this lesson, **Adam Ernst**, Software Engineer at **Meta**, explains why code reviews are one of the most powerful—and often overlooked—tools for influencing engineering culture. Drawing from his experience reviewing more than **1,600 code changes** in just 18 months, Adam shares his philosophy on giving constructive feedback, mentoring engineers through review comments, and creating lasting improvements across a codebase. He emphasizes that effective code reviews are not about enforcing preferences but about teaching, understanding context, and helping others grow.

- **Code Reviews Are a Leadership Tool:** Adam views code reviews as an opportunity to mentor engineers, share best practices, and influence technical decisions in a practical, one-on-one setting rather than through broad directives.
- **Explain the "Why," Not Just the "What":** Great review comments focus on the reasoning behind a suggestion instead of simply requesting changes. By explaining trade-offs and remaining open to missing context, reviewers encourage learning instead of compliance.
- **Create a Multiplier Effect:** Constructive feedback helps engineers improve not only their current code but also the way they review others' work. This creates a ripple effect where good engineering practices spread organically throughout the team.

Original podcast link: [**https://www.youtube.com/watch?v=YA_OYJF3Mmw**](https://www.youtube.com/watch?v=YA_OYJF3Mmw)

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/>

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.

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

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).

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 6] - LinkedIn and Twitter

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.

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/)

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.

Ship & Grow 500k+ User Side Projects [Part 8] - Easy Design Wins

Creating a smooth, functional user experience isn't too hard. This lesson teaches you:

- How you can make features easier to access for users, explained with an in-depth example
- How to take care of users in trickier situations, explained with an in-depth example
- What you can do to lower the cognitive burden of using your product, explained with an in-depth example

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

Assembling The Feedback "Avengers" For Your Promotion Case

Get The Rating You Deserve [Part 17] - Think Long Term

**In this section, we explored the importance of maintaining a long-term perspective in our careers.**

To cultivate a long-term mindset, we should:

- **Set long-term goals:** Define clear and ambitious goals for the next five, ten, or even twenty years.
- **Align short-term actions with long-term goals:** Make decisions that align with our long-term vision.
- **Build a strong personal brand:** Develop a reputation for reliability, integrity, and expertise.
- **Cultivate meaningful relationships:** Build and maintain strong relationships with colleagues, mentors, and sponsors.
- **Continuously learn and grow:** Invest in personal and professional development to stay ahead of the curve.

By adopting a long-term perspective, we can make more strategic decisions, increase our resilience, and achieve greater fulfillment in our careers.

If you want to get personalized support from Yogi, you can reach out to him at [coaching@yogisharma.com](mailto:coaching@yogisharma.com) or schedule an introductory call to dive into your situation at <https://tinyurl.com/meetyogi>.

High Expectations

Expectations at Big Tech companies are extremely high and that pressure really shapes the engineer experience. Here are the core points from the lesson:

- Big Tech roles pay top-of-market compensation, and in return companies expect top-tier productivity, output, and code quality
- Many engineers coming from non–Big Tech backgrounds experience culture shock due to stricter standards, faster pace, and more rigorous release processes
- Performance reviews are a major source of stress, heavily peer-comparative, and central to promotions and job security
- Past eras of “rest and vest” are largely gone; in today’s leaner, more competitive tech environment, expectations - especially for newer and more junior engineers - are higher than ever

Ship & Grow 500k+ User Side Projects [Part 21] - Go Deeper: Follow Through

A Taro member made a summary of the course: [Side Projects Shipping & Growing - Summary Doc](https://firebasestorage.googleapis.com/v0/b/tech-career-growth.appspot.com/o/courses%2Fgeneral_resources%2F%5BSUMMARY%5D%20Side%20Projects%20-%20Shipping%20%26%20Growing.pdf?alt=media&token=6d336c8b-26d6-45f2-a206-8682e64d21c5)

Related courses:

- [Build Side Projects With 500k+ Users: Coming Up With An Idea](https://www.jointaro.com/course/build-side-projects-with-500k-users-coming-up-with-an-idea/)
- [Level Up Your Code Quality As A Software Engineer](https://www.jointaro.com/course/level-up-your-code-quality-as-a-software-engineer/)

The Really Important Job Interview Questions Engineers Should Ask (But Don't)

Basic questions that engineers should ask when interviewing at any company. 

From the Posthog blog: <https://posthog.com/founders/what-to-ask-in-interviews>

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.