The #1 Principle To Remember When Authoring A Code Review

In this video, we discuss the most important mindset shift for code authors: **writing code with empathy for reviewers**. Code review is a collaborative act, and how we prepare and present our diffs directly impacts team productivity, trust, and code quality.

### Key Takeaways:

- **We write diffs with empathy**: The most valuable thing we can do as authors is consider how to make the review experience smoother for others. Clear, concise diffs help teammates help us faster and more effectively.
- **We respect reviewers’ time**: Reviewers choose to help us—they’re not obligated. Reviewing interrupts their own deep work and requires mental context-switching, so we express appreciation by submitting clean, readable diffs.
- **We build trust and social capital through quality**: Writing thoughtful diffs with summaries and test plans helps us gain faster approvals and earns the trust of teammates and tech leads.
- **We know we’ll be reviewers too**: As we grow in our careers, we’ll spend more time reviewing others’ code. We want our teammates to be just as thoughtful when submitting their diffs to us.
- **We lead by example**: High-quality, empathetic diffs set the cultural tone for our team. We improve the entire engineering environment by holding ourselves to the same standards we hope to receive.

Maximize Your Productivity As A Software Engineer [Part 3] - Finding The Best Things To Work On

If you have gone through this course in order, you now know that working on the right things is far more important than merely working on things faster. So how do yo figure out the best things to work on in your organization? This lesson teaches you:

- How to identify the optimal opportunities within your space
- A formula to classify tasks and projects by quality and stack rank them
- What you need to do with your prioritized tasks, particularly with your manager

To dive even deeper into this topic: ["How to figure out what the most important projects are?"](https://www.jointaro.com/question/CgCPA60bDDHoOteN7Lmb/how-to-figure-out-what-the-most-important-projects-are/)

Performance Review Ratings Example: Meta & Google

- Meta:
  - Meets Some Expectations (MS)
  - Meets Most Expectations (MM)
  - Meets All Expectations (MA): Need this or above to be doing okay.
  - Exceeds Expectations (EE)
  - Greatly Exceeds Expectations (GE)
  - Redefines Expectations (RE)
- Google (these are the old PERF ratings):
  - Needs Improvement (NI)
  - Consistently Meets Expectations (CME): Need this or above to be doing okay.
  - Exceeds Expectations (EE)
  - Strongly Exceeds Expectations (SEE)
  - Superb
- Other companies will use a 1 to 5 system which roughly maps to the above, Google in particular

If you fall below MA at Meta or CME at Google, you will either immediately be put on a [performance improvement plan (PIP) or be at huge risk for one](https://www.jointaro.com/lesson/7SsdpweHE4sbyTtz2kxQ/the-key-to-avoiding-the-performance-improvement-plan-how-to-figure-out-where-youre-trending/). Learn how to [avoid or manage a PIP from our course](https://www.jointaro.com/course/the-ultimate-performance-improvement-plan-pip-guide/).

Related resources:

- ["What's the difference between a low performer software engineer and a high performer?"](https://www.jointaro.com/question/nMxx2EMVIlJbl1oK4SGu/whats-the-difference-between-a-low-performer-software-engineer-and-a-high-performer/)
- ["How do I help my manager (who is also my mentor) be a better manager and mentor?"](https://www.jointaro.com/question/LbHgSEtXcb5QR5nVu8xt/how-do-i-help-my-manager-who-is-also-my-mentor-be-a-better-manager-and-mentor/)

How To Figure Out If An Engineering Manager Is Good

This segment emphasizes how to make informed decisions when evaluating a potential team or engineering manager, especially in scenarios like internal transfers or team matching at large companies. Rather than relying solely on the perspectives of hiring managers, it's essential to dig deeper and gather honest insights.

- **Recognize incentive misalignment**: Engineering managers are incentivized to grow their team, so their portrayals may be overly positive. Rarely will a manager openly admit that a team has significant issues.
- **Talk to individual engineers**: Engineers, especially those who’ve been on the team for a while, tend to be more honest about both the strengths and challenges of the team. Speaking with two to three engineers—including the tech lead—can offer a well-rounded perspective.
- **Attend a team meeting if possible**: Observing how a team interacts in real-time reveals power dynamics. Red flags include a manager dominating the conversation or cutting off team members, indicating possible micromanagement.
- **Tap into your network**: For a broader view of the company or org, talk to trusted contacts about engineering culture and how managers are evaluated. These insights are rarely available through public sources.
- **Build long-term relationships for deeper intel**: Sensitive, nuanced feedback usually only surfaces when mutual trust exists. Superficial networking isn’t enough—invest in meaningful relationships to access the full truth about potential teams.

Top System Design Interview Mistakes [Part 2] - Don't Jump Headfirst into the Problem

In system design interviews, it's vital to stay focused on the core problem. This video highlights the importance of correctly identifying and addressing the right technical issues:

- Avoid getting sidetracked by irrelevant problems, as shown in the car mechanic analogy
- Successful candidates focus on solving the key issues the interviewer cares about
- Asking clarifying questions helps align with the interviewer's expectations
- We give a demonstration of how a candidate can go wrong by focusing on less important aspects
- We go through an example of a successful candidate who navigates the prompt by staying focused and asking the right questions

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

[Masterclass] How To Become A Debugging Master And Fix Issues Faster

There will always be bugs, and this only becomes more and more true as your product gets bigger. In this video, we go deep into the often underrated software engineer skill of debugging.

Here are the core points:
- **Bugs are a source of growth** - So many engineers see having to fix issues as merely frustration, an obstacle getting in the way of their feature work. This is a toxic mentality to have that holds back your growth. Feature work isn't the only way to move a product forward, and at the end of the day, your team has to come together to uphold the integrity of its systems. Being a champion in that process is a powerful way to get to senior+ levels.
- **Do your research** - When you get a bug, don't just dive in and start mucking around in the code. Figure out the exact repro steps and go through the flow multiple times to really get it. Detail the blast radius by understanding attributes like when the issue popped up, how many users it affected, and what versions of your software experience the problem. Spend at least 15-30 minutes expanding the context behind the bug.
- **Understand the end-to-end flow** - Every outcome in software is a series of steps: When there's a legitimate bug, it simply means that one (maybe several) of those steps are now broken. Before you start seriously debugging, build up this mental model of the overall ecosystem behind the bug - Ask your teammates if you need help with this. This mental model will serve as the foundation of your debug process.
- **Maintain a debug diary** - Document every step of your journey as you're debugging. This will prevent you from trying the same hypothesis twice and makes it much easier for you to hand off the bug if necessary. This context will allow the new person to easily "download" everything you did and pick up where you left off. This writing will also help you a lot come performance review time when you want to claim credit for the fix.
- **Retrospect** - An ounce of prevention is worth a pound of cure. After every bug resolution, do some amount of thinking around how you can prevent similar issues from cropping up in the future. This is especially important with massive bugs that inflicted a lot of damage. In those scenarios, write-up a post-mortem and discuss it with your team.

Related resources:
- [[Case Study] Solving A Multi-Million $$ Instagram Bug](https://www.jointaro.com/lesson/WYk4J05iBqOuPtD0CYKX/case-study-solving-a-multi-million-dollardollar-instagram-bug/)
- ["How can I root cause bugs faster?"](https://www.jointaro.com/question/PSv7aYI70VwaDsoRgMyW/how-can-i-root-cause-bugs-faster/)
- ["I'm trying to fix a P1 bug, but some relevant code is owned by another team. Unsure about ownership and how to proceed."](https://www.jointaro.com/question/ZRneLgwmrM2JLCrGn5Rz/im-trying-to-fix-a-p1-bug-but-some-relevant-code-is-owned-by-another-team-unsure-about-ownership-and-how-to-proceed/)

If you want to become a better coder in general, check out our masterclass here: [[Masterclass] How To Write Better Code Faster As A Software Engineer](https://www.jointaro.com/lesson/iYpRj8XfyzCSaTYnce3y/masterclass-how-to-write-better-code-faster-as-a-software-engineer/)

Here's Why You're Doing Interview Prep WRONG

Most people do very shallow interview prep that doesn't actually help them learn. Lists like Blind 75 and Leetcode 75 are not enough to truly master the technical interview for Big Tech companies. 

In this video, Daniel proposes the "proper" way to master the coding / DSA interview so that you can walk into interviews and feel more confident. There are no shortcuts and no memorization -- instead, it's about going beyond the solution for a problem, and then understanding the nuances and process to get the right answer.

- Connect with Daniel on [LinkedIn](https://www.linkedin.com/in/danieltomko/)
- Checkout Formation as part of [Taro Perks](https://www.jointaro.com/perks/)

Relevant Taro content: 
- [Effectively Learning Data Structures And Algorithms (DSA)](https://www.jointaro.com/lesson/XwpMMY3ss97zOrXJQ7Xr/effectively-learning-data-structures-and-algorithms-dsa/)
- [Struggling With DSA? Don't Worry, That's Healthy!](https://www.jointaro.com/lesson/SPWYdMAu5XQX8ds9MxXc/struggling-with-dsa-dont-worry-thats-healthy/)
- [Masterclass on DSA interviews](https://www.jointaro.com/lesson/V4sTACzfOh22nMVcUV3w/how-to-ace-your-big-tech-interview-data-structures-and-algorithms-7172021/)

The Most Common Mistake Made When Authoring Code Reviews

In this video, we focus on the **critical importance of providing context** when submitting code for review. As codebases grow in size and complexity, understanding the "why" behind a change becomes just as important as the code itself. Without clear context, reviewers are left in the dark—and teams lose valuable time and trust.

### Key Takeaways:

- **We explain the “why” behind every diff**: When submitting code, we clarify *why* the change exists, *why* we chose this approach, and *why* alternatives were rejected. This empowers reviewers to assess our choices without second-guessing or chasing us for clarification.
- **We include business, technical, and historical context**: Good diffs often explain the strategic purpose, relevant architecture, past experiments, and legacy code decisions—all of which help reviewers understand how our change fits into the larger system.
- **We reduce friction with thoughtful summaries**: A well-written diff summary is low-effort but high-impact. Taking 5–10 minutes to write it may feel like a tax, but it dramatically speeds up reviews and earns the gratitude of teammates.
- **We acknowledge that no one sees the whole system**: Using the “elephant” metaphor, we recognize that everyone sees only part of the codebase. Providing our view helps others see how our changes fit into the broader system, making collaboration more effective.
- **We write for humans, not just machines**: Code may be infinitely flexible, but humans need context to interpret it. By empathizing with reviewers and anticipating their questions, we make code review a faster, smoother, and more collaborative process.

Bad Question vs. Good Question Example

Is the following a good question: What are the best open-source projects to work on?

"What are the best open-source projects to work on?" - How can the asker improve this question?

Is the following a good question: Any Java developers here who have worked on ML?

"Any Java developers here who have worked on ML?" - Why is this not a good question?

Is the following a good question: Does anybody know what the front-end engineering interview for Amazon looks like?

"Does anybody know what the front-end engineering interview for Amazon looks like?" - How can the asker improve this question?

Is the following a good question: Can someone recommend me resources for blockchain development?

"Can someone recommend me resources for blockchain development?" - How can the asker improve this question?

Is the following a good question: Is there anybody here who can refer me into FAANG?

"Is there anybody here who can refer me into FAANG?" - Why is this not a good question?

Asking questions is one of the most important skills for an engineer: However, so many engineers struggle with this and ask questions that are bad at getting answers. This is all even more important in the age of AI with tools like ChatGPT.

This video covers an in-depth example of a bad questions vs. a good question:

### Bad Question
*"I'm trying to load an image in my Android app, and it shows up blank. Any ideas on what's going on here?"*

Here's why this question falls short:
- It feels lazy as the asker doesn't share what they have tried already - Did they even do a Google search?
- There's no context on why they're trying to get an image to load - The impact of helping this person is unclear.
- There is 0 relevant code attached: This question forces potential helpers to ask a lot of follow-up questions to give advice.

## Good Question
The upgraded question is too long (check the video to see it), so here are the core points as to why it's better:
- The user attached everything they have tried.
- There's links to additional context if helpers reading the question want to dive deeper - Keep in mind that they're not embedded directly within the question as huge code blocks can be overwhelming.
- In general, it's very obvious that the asker put a lot of effort into the question and is respectful of everyone's time.

Related resources:
- [[Masterclass] How To Learn Quickly In Tech](https://www.jointaro.com/lesson/u9ldIvrTvV1wfWExccDR/masterclass-how-to-learn-quickly-in-tech/) - The full video where this clip was taken from
- ["How do you overcome the fear of asking stupid questions / bothering people when you need help?"](https://www.jointaro.com/question/vNE8kgpx2zdI1wACg9jA/how-do-you-overcome-the-fear-of-asking-stupid-questions-bothering-people-when-you-need-help/)
- [[Case Study] How Engineers Unlock Huge Impact With Artificial Intelligence (AI)](https://www.jointaro.com/lesson/gTQZbv0lmmypLPytqw5g/case-study-how-engineers-unlock-huge-impact-with-artificial-intelligence-ai/)

Properly Learning From Software Engineers More Senior Than You

True or false: What is built by a very senior engineer is more important than how they built it.

When observing very senior engineers, what should you look for to properly learn from them?

True or false: At the top tech companies, the very senior engineers make 5-10x more than their very junior counterparts because they work 5-10x harder than they do.

Which are good examples of questions you can ask when understanding a very senior engineer's behavior?

True or false: At the top tech companies, you are told less and less what to do as you grow more senior, working on more ambiguous projects while having greater freedom to choose what you work on.

As a junior software engineer, it can be daunting understanding the senior and staff engineers on your team. This video covers the mindset shift to make to start leveling yourself from properly observing them, achieving career growth without these engineers having to formally mentor you.

Here's the core points:
- **Observe more senior teammates' behavior** - Principal engineers will usually have 10x the impact of a junior engineer. They don't get there by working 10x as hard - We all have the same 24 hours in a day. Instead of asking yourself *what* these great engineers are getting done, ask yourself, "*How* do these engineers get stuff done?". Marveling over their much larger impact won't get you anywhere - You start really learning from these engineers when you start breaking down the path they took to achieve that impact.
- Here are more specific axes to observe:
  - **Communication** - How do these engineers share status updates and rally the team around their ideas?
  - **Direction** - How do they prioritize projects and select the best ones?
  - **Quality** - How do these engineers protect the sanctity of launches? What kind of feedback are they leaving in code review? What good habits do they have when they submit code? How do they facilitate system design discussions?

Related resources:
- ["What's the core insight behind quick growth?"](https://www.jointaro.com/question/nJ762p255cGyuth36H6w/whats-the-core-insight-behind-quick-growth/)
- ["How do you get the most out of mentorship?"](https://www.jointaro.com/question/IbuZydz0QzsVVqESVaxQ/how-do-you-get-the-most-out-of-mentorship/)

An Autistic Journey To Google Staff Engineer [L6] From Software Analyst - By Lee McKeeman

[Lee McKeeman](https://www.linkedin.com/in/lmckeeman/) is an autistic software engineer with quite an incredible journey: Across a whopping ~20 years of experience, Lee has worked at Amazon (where he was an engineering manager and bar raiser), Meta, and now Google.

Lee's career story is super long (watch the video to get the full picture), so instead, we're sharing some of the great learnings from Lee here:
- **School doesn't actually teach you software** - University is generally rooted in theory and overly abstract exercises, leaving you with a very basic raw coding foundation. While that certainly has value, it's not enough to make you capable of doing actual software engineering, especially in a team environment.
- **Debugging is a critical skill** - Lee started off as a software analyst, which was a role that was much more focused on diving deep and fixing issues as opposed to churning out new features. The experience Lee got here was extremely valuable and continued paying dividends across his career, even after he transitioned to SWE.
- **Help others and keep an open mind** - Everyone works in different ways and will be comfortable/uncomfortable in situations that don't match that of others. This includes the neurodivergent population like autistic people, those with ADHD, and more. Be a true teammate by being understanding and accepting of these differences. Assume good intent, and if you aren't sure how you can best support a teammate, just ask them!

To learn more from Lee, you should 100% connect with him on LinkedIn where he writes some of the best posts (and comments) on the entire platform: [Lee's LinkedIn](https://www.linkedin.com/in/lmckeeman/)

Here's some of the incredible wisdom Lee has shared on Taro:
- ["What does it mean to not require handholding anymore?"](https://www.jointaro.com/question/5vEWajcZlSi7nlohTGtJ/what-does-it-mean-to-not-require-handholding-anymore/)
- ["How to Balance Responsibilities: Prioritizing Personal Work vs. 'Glue Work' in a New Team Environment."](https://www.jointaro.com/question/9NL4LP40xHy5sgGMvsmB/how-to-balance-responsibilities-prioritizing-personal-work-vs-glue-work-in-a-new-team-environment/)
- ["Can someone elaborate on "always treating feedback as a gift"?"](https://www.jointaro.com/question/4DoEnMIq2ISadfAJuwp9/can-someone-elaborate-on-always-treating-feedback-as-a-gift/)
- ["What do career levels structure in big tech company look like? What are the responsibilities for each level?"](https://www.jointaro.com/question/qV5oikdcgs4GWmGeousX/what-do-career-levels-structure-in-big-tech-company-look-like-what-are-the-responsibilities-for-each-level/)

The Crucial First Step To Building Relationships That Everyone Misses

Many people in tech are bad at professional networking, and the reason is simple: They're being too selfish. If you want to build a professional network that is truly useful to you, you must strive to put yourself in the other person's shoes.

Here's the core points from the video:
- **Understand their incentives** - Everyone in the professional world is looking out for something: Nobody works purely for the sake of working. When you're working within a company environment, *this is usually what they're rewarded for in their performance review*. When you're asking for something, it's easy to get caught up in what *you're* looking for and how this other person can help *you*. The key to effective interpersonal communication is to flip that mentality and use your empathy to figure out *how you can help them instead*.
- **Alex's Instagram Misalignment Story**
  - Back in 2018, Instagram cofounders Kevin Systrom and Mike Krieger parted ways with Instagram and Facebook overall. This left a power vacuum with no clear "wing" of the company to drive the overall direction.
  - During this time, Alex was working on Instagram Ads. After the cofounders left, his team tried to ship a project to make the main action button on ads much bigger. Their A/B test showed that the new variant earned far more revenue.
  - The new CEO of Instagram, Adam Mosseri, shot the idea down, citing that it was too tacky. He then declared a design lockdown across all of Instagram stating that all new Instagram features needed to meet Instagram's user design standards.
  - This changed the incentives between designers and engineers at Instagram. Designers were now more focused on upholding the aesthetic integrity of Instagram and less so on shipping projects. On the other hand, engineers were still laser-focused on shipping.
  - *The engineers who best succeeded during this transitory period were those who worked together with the designers and championed their goals.* These engineers were willing to incorporate design polish and didn't immediately dismiss it as a threat to their timelines.

Related resources:
- [[Masterclass] How To Build Deep Relationships Quickly In Tech](https://www.jointaro.com/lesson/tyaPFMXPoz2pmzB7OVzt/how-to-build-deep-relationships-quickly-in-tech-12172022/) - The full video where this clip was taken from
- [9-Part Effective Communication Master Series](https://www.jointaro.com/playlist/hVdLQQzfslaYarLSCmmy/)
- ["How do I ask XFN partner for help to make progress in the project?"](https://www.jointaro.com/question/OCUrjUM8axEIOJkSKhZp/how-do-i-ask-xfn-partner-for-help-to-make-progress-in-the-project/)

How To Find A Good Team With Career Growth Opportunities

Not every team will have the scope you need to get to the next level, especially at FAANG and Big Tech. If you're looking to get to senior engineer levels and beyond, here's what to look out for in a team:
- **Past launches** - If the team has frequent, meaningful launches from the past year, it's likely this will continue.
- **Healthy balance of levels** - You want folks more senior than you to learn from and folks more junior than you for you to mentor and work through.
- **Strong engineering manager track record** - In particular, see who they have been able to get promoted. If there are examples of senior and staff engineers grown organically within the team, that's another good sign.

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

Related resources:
- ["What should I look for in a new team in terms of growth?"](https://www.jointaro.com/question/i2bOMPrqaRc0NUZ7918F/what-should-i-look-for-in-a-new-team-in-terms-of-growth/) - Question from a Google L4 engineer
- ["How do I find a good team that sets me up for the mid-level -> senior level promotion?"](https://www.jointaro.com/question/oHJWlzm1qdHUZx66moaT/how-do-i-find-a-good-team-that-sets-me-up-for-the-mid-level-greater-senior-level-promotion/) - Question from an Amazon SDE 2
- ["What does it mean to not have enough scope to be promoted?"](https://www.jointaro.com/question/bJuagPwOEEy5vkcXKkqh/what-does-it-mean-to-not-have-enough-scope-to-be-promoted/)

Master The Behavioral Interview [Part 3] - The 3 Keys To Behavioral Interviews

In a behavioral interview, you can say literally anything. So what should you say? This lesson teaches you:

- The 3 keys to any effective behavioral interview answer
- How to specifically show each of the 3 keys
- What a good behavioral interview answer looks like vs. a bad one (hint: the good ones integrates the 3 keys while the bad one doesn't)

To learn how Alex built 30 side projects with 5 million+ users combined: [\[Taro Top 10\] Building Impressive Side Projects](https://www.jointaro.com/playlist/vKUWMgmmaEvzcYUXZs4B/)

I Sucked At This For 25 Years As An Engineer – 8 Tips For Communication

Communication is the skill that separates the best engineers from the mediocre ones. 

**Nothing great is built alone**, so even if you’re the best coder in the world, at some point in your career you will have to work with others. When you get to that point, communication is how you get things done. 

Here are 6 tactical communication tips for engineers (and there are two more in the video!)

**1. Learn how to say no. If your PM or manager comes to you with a request, don't just say no.**

Instead, say "not right now" and explain why you're choosing to do other high-priority work. This approach lets you acknowledge the request or the idea, but you’re able to firmly/politely say no by explaining why you want to stay the course. 

**2. Use tentative language**

Especially for critical feedback, leave room for discussion. One way this manifests is during code review: some of the best engineers at Meta actually ended their feedback with a question mark:

"Crash with negative input" ➡️ "Crash with negative input?" One character makes a big difference!

**3. Make people feel heard**

In 1:1s, I’ll literally say "Let me say that back to you" and repeat back what they said to me. This works magically well.

Even if you disagree, this strategy lets you start from a place of agreement -- the person was heard.

**4. Say thank you**

*Proper* thank yous are about more than sending a one-line message. A proper thank you involved thanking them in your launch post or sending them a thank you when you hit a milestone. That's how you build deep relationships.

**5. Advance the conversation**

This is a personal pet peeve for Rahul. If we're talking about where to get lunch, and I propose Indian food, don't just say "I don't like Indian." You need to propose some alternatives in that response. Also, google the ["no hello"](https://nohello.net/) philosophy.

**6. Know your audience**

Many engineers either provide too much or too little context. Communication is an exercise in empathy. You have to figure out what your audience cares about and deliver value to them.

Related links:
- [Taro's communication guide](https://www.jointaro.com/playlist/hVdLQQzfslaYarLSCmmy/)
- ["When should you offer to help a colleague?"](https://www.jointaro.com/question/u4GMlmLOuaU4Olhh2XAy/when-should-you-offer-to-help-a-colleague/)

[Part 1] Software Engineer Onboarding: Embrace Your Lack of Knowledge

Don't be afraid to NOT know something. Ask questions.

When you first join a team, there's a lot that you don't know, and that's ok!! No one expects you to know the codebase, the context, and the structure within your new role. Your goal is to gain context through your questions. 

- [Asking Questions Is NOT A Sign Of Weakness](https://www.jointaro.com/lesson/YIL3iK8fmSwhWP0PASqe/asking-questions-is-not-a-sign-of-weakness/)
- [Overcoming Imposter Syndrome - You Have Much More Value Than You Realize](https://www.jointaro.com/lesson/dTSdd4ozp298jH3glvnx/overcoming-imposter-syndrome-you-have-much-more-value-than-you-realize/)
- [How To Find A Good Team With Career Growth Opportunities](https://www.jointaro.com/lesson/UGIUC9zaGccK0tOarBri/how-to-find-a-good-team-with-career-growth-opportunities/)
- [Alex's Guide to Effective Communication](https://www.jointaro.com/playlist/hVdLQQzfslaYarLSCmmy/)

This is part 1 of a 4 part series from Daniel about how to **most efficiently** and **most effectively** onboard into a new team or company. What should you spend your time doing in the first few months of joining, and how should that change based on your level? 

This masterclass covers this topic from the perspective of Daniel Tomko, a 20 year Big Tech veteran. Daniel spent 11 years at Microsoft and 8 years at Meta in various senior IC and management positions. 

- [Go to part 2 of the masterclass here](https://www.jointaro.com/lesson/jr0iHuUCGW5lCdBndEpO/part-2-software-engineer-onboarding-learn-the-workflow/)
- Connect with Daniel Tomko on [LinkedIn](https://www.linkedin.com/in/danieltomko/)
- Check out the [Formation.dev discount](https://www.jointaro.com/perks/) for Taro Premium members

"How did you decide to quit your job and make a startup?" - 9/13/2022

If you're interested in starting your own startup, check out our curated playlist for it here: [[Taro Top 10] Entrepreneurship And Tech Startups](https://www.jointaro.com/playlist/ArtlSzF17v7cad1K6TJG/)

- Alex has wanted to start his own thing for a while - Ever since his side projects started getting serious traction in 2015-2016 (25,000+ users each).
- The initial goal with [Tech Career Growth Community](https://www.linkedin.com/company/techcareergrowth/) wasn't to make a business out of it. The pandemic was happening and people were suffering - We just wanted to help people.
  - Tech Career Growth then grew beyond Rahul's and Alex's wildest imaginations.
  - This made them start thinking what they could accomplish if they worked on it full-time instead of part-time.
- For Alex, there are the core reasons why he decided to make the jump back in early 2022:
  - **Diminishing returns on "preparing" to make a startup** - He had the 0 to 1 experience from doing side projects and building Course Hero's Android apps from scratch. Meta was great helping him build soft skills.
  - **Tech Career Growth taking off** - Alex had more fun working on this community than working his full-time job at Robinhood (which is saying something as he *really* enjoyed working at Robinhood!).
  - **Getting into an incubator** - In late 2021, Alex and Rahul got into OnDeck, which gives the old YC deal of 125k for 7%.
  - **Life timing** - Alex is 30 as of the publishing date of this video, and creating a startup only gets harder as you age due to increasing responsibilities outside of work.

If you're interested in how Alex published ~30 apps that got ~3 million users combined, check these out:
- ["Finding a mobile app idea - How to do it?"](https://www.jointaro.com/question/KJ4VXh6rUhKbWeiJoRDe/finding-a-mobile-app-idea-how-to-do-it/)
- [[Masterclass] How To Come Up With 100k+ Users App Ideas You Can Build For Free](https://www.jointaro.com/lesson/AI4zi759PSGn6RwIFT6f/masterclass-how-to-come-up-with-100k-users-app-ideas-you-can-build-for-free/)
- [[Masterclass] How To Build And Grow Tech Products To 500k+ Users For Free](https://www.jointaro.com/lesson/OEuX0KMhcnNSTJ50Voee/masterclass-how-to-build-and-grow-tech-products-to-500k-users-for-free/)

Lastly, here's a great discussion on how hard startups are compared to leveling up at a "traditional" job: ["Career advancement or building a startup? Which one is harder?"](https://www.jointaro.com/question/EquWmWjZhqiiujyltreJ/career-advancement-or-building-a-startup-which-one-is-harder/)

How Managers Split Their Time Between High/Medium/Low Performers

In this lesson, David Pan talks about how managers should split their time between high, medium, and low performers.

David argues that managers should **spend the majority of their time with high performers**, as they are the ones who are most likely to drive the team's success. However, David also argues that managers should not neglect medium and low performers, as they can still contribute to the team's success with the right support.

- 📈 **For high performers**, managers should focus on providing opportunities for growth and development.
- 🙂 **For medium performers**, managers should provide feedback and coaching.
- 😔 **For low performers**, managers should provide support and resources to help them improve their performance. If their poor performance is sustained, they should be removed from the team to avoid a negative impact on the rest of the team.

High performers typically do 80% of the work, while medium performers do 30% of the work. That means the low performers are contributing -10%!

Related resources:

- ["How to manage a team towards high performance?"](https://www.jointaro.com/question/O8vtGxsrwZebiSSlOlRd/how-to-manage-a-team-towards-high-performance/)
- ["How does Stack Ranking work (at FAANG) and how can I be proactive at a base level?"](https://www.jointaro.com/question/lScy3l2NPIrWvRuHOjcF/how-does-stack-ranking-work-at-faang-and-how-can-i-be-proactive-at-a-base-level/)

What Makes Up Total Compensation (TC) In Tech And Which Parts Matter

This video outlines the most important components of compensation in the tech industry and emphasizes how to assess and prioritize them effectively—especially when evaluating job offers or planning a negotiation.

- **Total compensation (TC)** typically includes base salary, equity, and bonuses, but many companies also add less impactful perks like free meals, fitness stipends, or game rooms.
- **The most meaningful and negotiable parts of compensation** are base salary, equity (like RSUs), and signing bonuses. These are the components with the greatest financial impact and room for movement in offer discussions.
- **Perks like catered lunches or company offsites** may sound appealing but usually amount to minor financial value—typically just a few hundred dollars a month—and shouldn’t drive decision-making.
- **Benefits such as 401(k) matching and paid time off** can be substantial, especially at top-tier companies, but are generally standardized and not negotiable between candidates.
- **When evaluating an offer**, focus on the components that both materially affect take-home pay and can be influenced during negotiation: base, bonus, and especially equity.

Don’t Do THIS Kind of Code Review - Healthy vs Unhealthy Comment Example

In this segment, we explore a crucial cultural principle in code review: **“You are not your code.”** The way we give feedback deeply influences team trust, learning, and psychological safety. Our goal isn’t to be “right”—it’s to help each other grow and to build a healthy, collaborative engineering culture.

### Key Takeaways:

- **We critique code, not people**: Everyone—from interns to staff engineers—writes imperfect code. We give feedback without attacking the author, always assuming good intent and shared goals.
- **We use empathy-driven language**: Ending comments with a question mark (“Have you considered…?”) or using tentative language (“This might miss an edge case…”) keeps feedback constructive and opens the door to discussion, not defensiveness.
- **We avoid destructive comments**: Terse feedback like “Did you even test this?” not only fails to help—it can demoralize authors and harm team culture. Being “right” is meaningless if it alienates collaborators.
- **We model humility, especially as senior engineers**: Seniority should amplify empathy, not authority. Even if we're confident, we acknowledge the possibility we're wrong and focus on dialogue, not dominance.
- **We prioritize helpfulness over harshness**: Great reviewers point to specific issues, offer reasoning, and invite collaboration. They focus on moving the work forward—not “winning” a debate.

By reviewing with empathy, humility, and clarity, we turn every code review into an opportunity to strengthen our team and elevate everyone’s craft.

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.