What Gets Communicated Gets Done: Why Slack Sucks

Why He Built (And Shut Down) A Meta Internal Tool for Pseudonymous Communication

He Bought Coffee For ALL Meta Employees On His Last Day

[Masterclass] How To Ace Your Big Tech Interview - System Design

System design is a crucial software engineer interview skill, especially for FAANG and Big Tech in general. It is effectively a requirement to be leveled at a senior software engineer or higher and will show up in mid-level engineer interviews as well (with the occasional appearance in even junior engineer interviews). The cool thing about system design (unlike data structures and algorithms) is that it's something you actually need to do on the job.

Here are our Top 5 points from the session (in no particular order):
- **Leverage engineering blogs of top companies** - And if you're applying to one of these companies, definitely read their blog. This will help you understand their high-level design and gives you a real-world example to anchor off of, as opposed to something more abstract and high-level that you would get from a traditional book.
- **Do NOT write code** - System design is a *high-level* exercise meant to gauge seniority. Writing raw code is the mark of a more junior software engineer, which is why you should never be writing code in a system design interview. Instead, draw boxes with arrows where the boxes represent components and the arrows represent how they interact.
- **There is no right answer** - One of the main reasons software is hard is because of how open it is. For any complex technical problem, there will be several good solutions, each with varying tradeoffs. System design is not like school or DSA where there is a singular right answer.
- **Understand the problem requirements** - System design problems are, by design, very open-ended. For example, if you get "Build the Twitter feed", there are so many features that make it up: There is no way you can design the entire thing in 1 interview round. Work with your interviewer to understand the scope of the problem and which parts should be prioritized.
- **Follow mature software principles** - The 5 covered in this presentation are robustness, scalability, performance, extensibility, and resiliency. Don't just get the happy flow working - Think about how your system will react when edge cases are hit and things go wrong.

Related resources:
- [How To Ace Your Big Tech Interview [Data Structures & Algorithms]](https://link.jointaro.com/iTNxPCvkdGite4wT9)
- [System Design Series: Taro Playlists [Part 1] - What REAL System Design Looks Like](https://link.jointaro.com/4obaFizTZAdAcStY6)
- [Presentation slides](https://docs.google.com/presentation/d/1z4yX5LiiSxbHiNrBOTPIiDfhBL5qmwRUrDojT71OROY/edit)

[Masterclass] How To Ace Your Big Tech Interview - Data Structures And Algorithms

Data structures and algorithms (often abbreviated as "DSA") is an infamous staple of the software engineer interview experience. Data structures and algorithms problems are the most well-known for being part of the FAANG interview process, especially for Google.

Here are our Top 5 favorite points from this masterclass (in no particular order):

- **DSA prep is insanely high ROI** - In fact, the return on investment for time spent on DSA studying makes it one of the highest yield activities any human can do period. If you haven't worked at FAANG / Big Tech before, switching into it is likely to increase your pay by 50%+. If you're in the US, this will often mean a raise of $50k+. So the next time you're feeling burnt out from DSA studying, keep this very bright light at the end of the tunnel in mind.
- **Leetcode and Glassdoor are all you need** - DSA studying is a solved problem. You can use other, newer tools if you want, but the old-school ones still work just fine. Glassdoor in particular is naturally very effective given the "Big" nature of "Big Tech". Go through the recent data points from Glassdoor if you're interviewing for Big Tech and make sure you have a good grip on recurring recent problems.
- **Learning DSA is all about pattern recognition** - For 80%+ of DSA problems, there will be some 1-2 liner "trick" that represents the whole solution. For example, the "trick" to 2 sum is "Look for the difference and use a set/dictionary". It is not scalable to memorize solutions as code - Look for patterns and remember solutions as that high-level insight.
- **Communicate, communicate, communicate** - Since FAANG companies are so huge, there are naturally going to be far more stakeholders on every project, making alignment far more important. Because of this, Big Tech companies will often closely judge your communication skills during the interview. Don't just code in silence - Even if you get the right answer, you may still fail for not maintaining a dialogue with your interviewer.
- **Don't forget about space** - Most people are aware of big O run-time complexity, but candidates often forget about space complexity. Make sure to talk about both when you analyze your solution. As a side note, remember that a recursive solution will *not* be O(1) space.

Related resources:

- [\[Course\] Master The Data Structures And Algorithms Interview](https://www.jointaro.com/course/master-the-data-structures-and-algorithms-interview/)
- [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/)
- ["How do I balance my time between studying DSA and fleshing out my portfolio?"](https://www.jointaro.com/question/fhV2SCn56aYF4gfPVLmV/how-do-i-balance-my-time-between-studying-dsa-and-fleshing-out-my-portfolio/)
- ["Should I quit to prep for interviews?"](https://www.jointaro.com/question/Cno3oaZkvUu7BPLhHB7g/should-i-quit-to-prep-for-interviews/)
- [Presentation Slides](https://docs.google.com/presentation/d/13uLUHDvZifjp2aVClGsW29nfuVpQYvrkGLP8cej0R_k/edit#slide=id.p)

[Masterclass] How To Learn Quickly In Tech

Related resources:
- ["How do I identify the core things to learn when picking up a new tech stack?"](https://www.jointaro.com/question/0VfjTWl2gxCKS0PRHpRT/how-do-i-identify-the-core-things-to-learn-when-picking-up-a-new-tech-stack/)
- ["What’s the most effective way to switch domains in tech?"](https://www.jointaro.com/question/eFr9vsyTSiYLCbtsj7RR/whats-the-most-effective-way-to-switch-domains-in-tech/)
- [Presentation Slides](https://docs.google.com/presentation/d/1C0RYphpovijVp8s3JVjG9iYFT6hgPJNHabIeP8WF7V4/edit?usp=sharing)

[Masterclass] How To Come Up With 100k+ Users App Ideas You Can Build For Free

Start with a simple side project and keep iterating on it to separate your side project from the rest.

Related resources:
- [[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/)
- [How Alex Made An App That Got 80k+ Users In 1 Month](https://www.jointaro.com/lesson/GlSjjLhuUdHt5drq3l5F/how-alex-made-an-app-that-got-80k-users-in-1-month/)
- ["Finding a mobile app idea - How to do it?"](https://www.jointaro.com/question/KJ4VXh6rUhKbWeiJoRDe/finding-a-mobile-app-idea-how-to-do-it/)
- ["What are some of the side income or passive income sources you can suggest?"](https://www.jointaro.com/question/URhejS9m02tEFM9WLZsd/what-are-some-of-the-side-income-or-passive-income-sources-you-can-suggest/)
- [Presentation Slides](https://docs.google.com/presentation/d/1ai8lxU1B-bH35iiSFf5hvk6NjAHpUyF2rshjyDipvaY/edit?usp=sharing)

What To Do If Your Manager Pings You Too Much

Receiving tons of interruptive messages or "can you take a quick look at this?" pings is something that every successful engineer must deal with.

The underlying cause of getting pinged too much by your manager is generally an indication that you're not effectively guarding your time.

A few options to consider:

- Understand the demands on your manager. Why do they feel the need to ping you so much? Do they not understand what you're doing, or perhaps they're facing a ton of pressure from their manager about high-pri bugs?
- Document how you're spending your time, and how that is making it harder for you to do the higher priority work.
- When you talk to your manager about the issue, bring up a proposed solution along with calling out the problem.

Related resources:

- ["How does one effectively handle pressure especially when the stakes are high?"](https://www.jointaro.com/question/Bxle0iRRpQXJV88KTpn4/how-does-one-effectively-handle-pressure-especially-when-the-stakes-are-high/)
- ["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/)

Why Great Engineering Managers Are Like Captain America

There is far more to software engineering than shipping code. A truly effective engineering manager needs to step up with these issues to protect the team.

Here are the core points from the video:

- **A good engineering manager is a shield** - In particular, engineering managers should handle non-technical issues like politics and organizational thrash, abstracting that pain away from their engineers so they have the clarity to execute.
- **Alex's Manager Shielding Story** - When Alex joined his team at Robinhood, the product roadmap wasn't very clear. There definitely wasn't enough well scoped out work for the team to work on. To shield the team from this product direction thrash, he created a high-impact infrastructure project for the team to work on, giving them the scope necessary to not get destroyed in performance review from doing nothing.

If you're interested in how Alex led that Robinhood infrastructure project despite being new to the company, watch his case study about it here: [\[Case Study\] Becoming A Tech Lead Again In Just 1 Month After Joining Robinhood From Meta](https://www.jointaro.com/lesson/X8vpfJooDpsX915ouC00/case-study-becoming-a-tech-lead-again-in-just-1-month-after-joining-robinhood-from-meta/)

Related resources:

- [How Do Effective Engineering Leaders Help Their Teams Achieve More?](https://www.jointaro.com/lesson/xGJDCG7VL4hcZaq5XL92/how-do-effective-engineering-leaders-help-their-teams-achieve-more/)
- ["How possible is it to spot red flags about toxic culture during the interview?"](https://www.jointaro.com/question/1JwmhC3Nh9Ku0fkDL1bq/how-possible-is-it-to-spot-red-flags-about-toxic-culture-during-the-interview/)

What To Do If Your Manager Doesn’t Care About Your Work

This clip explores a common frustration where employees feel ignored by their managers, even when providing regular updates. The root cause is usually a misalignment in perceived project importance.

- **Perceived neglect often stems from misaligned priorities**: If your manager appears disengaged, it's likely because your project isn't among the top priorities they are focused on.
- **Managers typically operate with a clear project hierarchy**: In teams with many contributors, managers mentally stack-rank initiatives. Only a few projects (typically the top 1–2) receive the lion’s share of attention and resources.
- **Impact matters more than effort**: You may be doing good work, but if it’s not on a high-impact initiative, it won’t attract your manager’s attention or advocacy.
- **You have two options**:
  1. **Switch to a higher-priority project** that better aligns with team goals.

  2. **Build a compelling case** for why your current project should be elevated in importance—explain its impact, urgency, and strategic value.
- **Visualizing impact can help**: The graph referenced (a power law curve) illustrates that a small number of projects generate most of the value. Aim to work on—or reframe your work as—one of those high-leverage efforts.

Good Engineering Managers Simply Care

- A good manager understands that if your personal life isn't going well, your work performance will almost certainly be negatively affected.
- This is why good EMs genuinely care about how you're doing as a person.
  - In 1:1s, they will always listen intently.
  - If you're not doing well, they will allocate extra time to help you figure things out and just to be there to support you.

Related resources:
- ["What's the boundary between what's okay to share with your manager vs. what's not? Are some things simply too deep?"](https://www.jointaro.com/question/3L4B8iqM7D5GYsYy6xWx/whats-the-boundary-between-whats-okay-to-share-with-your-manager-vs-whats-not-are-some-things-simply-too-deep/)
- [1 on 1s Are The Time To Be Awkward](https://www.jointaro.com/lesson/xjeFRpp5YHxG9TTK8wjn/1-on-1s-are-the-time-to-be-awkward/?revalidate=true)

Signs Of A Bad Engineering Manager: Reactive vs. Proactive

This segment emphasizes the importance of proactive leadership in engineering management and critiques the pitfalls of reactive behavior. It explores how great managers shield their teams from chaos, plan strategically, and take ownership rather than deflecting blame.

- **Proactive management reduces team thrash**: A strong engineering manager provides stability by creating clear plans and resisting frequent directional changes, which reduces mental fatigue and improves execution.
- **Poor planning leads to unrealistic deadlines**: Reactive managers often fail to properly estimate scope, ignore hiring timelines, and overlook time off or unforeseen absences—resulting in last-minute pressure on the team.
- **Deadline stress is often preventable**: Many deadline issues stem from a lack of foresight rather than actual resource scarcity. Better forecasting and preparation can avoid overburdening engineers.
- **Accountability is critical**: Managers who shift blame to upper leadership while ignoring their own responsibility to protect the team demonstrate weak leadership. Managers are expected to advocate for their team’s bandwidth and well-being.
- **Good managers don't just "pass down" orders**: While managers may not control strategic directives from above, they are responsible for how those directives affect their teams—and they should take action to manage that impact effectively.

What To Do If Your Manager Seems Detached

This segment addresses the common experience of feeling disconnected from a manager and provides tactical advice for becoming more visible and driving engagement in that relationship. The message is rooted in realism: most managers are overwhelmed, and visibility must be earned through structured communication.

- **Managers often appear detached—not maliciously, but due to bandwidth**: With many reports and constant demands, a manager may not track every individual’s progress or struggles unless the impact is urgent or visible.
- **Visibility must be self-driven**: It's essential to lower the "activation energy" required for a manager to know what’s going on. Regular updates make it easier for them to stay engaged and supportive.
- **Weekly written updates are powerful**: Creating a consistent cadence of updates helps establish a communication rhythm. These should include:
  - *Top of mind*: What’s currently being prioritized.

  - *Priorities*: Key goals from the current or past week.

  - *Actions*: Clear tasks being worked on, by either the employee or the manager.
- **Proactive documentation helps managers help more effectively**: Preparing and sharing this structure before one-on-ones gives the manager context and allows for more productive, actionable feedback.
- **Taking initiative builds influence**: Instead of expecting a manager to chase progress or identify gaps, the individual contributor can shape the relationship by driving clarity and making collaboration easier.

Engineering Manager Feedback Example: Good vs. Bad

This segment provides a powerful comparison between poor and effective feedback in engineering management, particularly around the challenge of slow code review cycles. It emphasizes how quality feedback should be empathetic, actionable, and grounded in broader principles to foster growth.

- **Bad feedback is vague and unhelpful**: Simply stating “your code isn’t merging fast enough—fix it” lacks empathy, specifics, and any guidance on how to actually improve the situation.
- **Good feedback is empathetic and constructive**: The improved example acknowledges the *team’s* perspective, suggesting the engineer break up large diffs to make reviews easier and faster, thus benefiting everyone.
- **Actionable steps are clearly defined**: Rather than just pointing out a problem, the feedback offers a tangible next step—submit smaller, more digestible diffs.
- **Feedback includes operating principles**: It reframes code reviews as a shared team activity, encouraging engineers to think like editors and consider the reviewer experience—empowering them to continuously improve without needing micro-managed lists.
- **Nuance and context matter**: Effective feedback often requires more thoughtful, detailed communication—brevity shouldn’t come at the cost of clarity or support.

One Of Management’s Hardest Tasks: Properly Giving Feedback

This video explores the complexities of effective feedback in engineering management, emphasizing the balance between honesty and empathy. It also highlights how mentoring approaches must evolve based on the experience level of the engineer receiving feedback.

- **Honest feedback is essential for growth**: Engineering managers must avoid both extremes—being overly harsh or too protective of emotions—and instead aim to deliver candid, constructive feedback with empathy.
- **Empathy does not mean avoidance**: Withholding critical feedback to preserve feelings can be detrimental to an engineer’s development; it’s important to be honest even when the message is difficult.
- **Good mentorship goes beyond directives**: Effective managers explain the *why* behind advice, helping reports internalize the underlying principles rather than just follow instructions blindly.
- **Tailor feedback to experience level**: Junior and mid-level engineers often need clear, actionable advice, while senior engineers should be given higher-level guidance and trusted to translate it into execution independently.
- **Mentoring is a skill that evolves**: The ability to adjust mentoring style across a range of experience levels is a key marker of a strong engineering manager.

The Engineering Manager "Partner In Crime": The Tech Lead

This video explains the essential partnership between an engineering manager and a tech lead in high-performing engineering teams. It emphasizes how effective delegation, complementary strengths, and role clarity between the two can drive both team productivity and individual growth.

- **Strong engineering managers have a “partner in crime” tech lead**: Effective managers often work alongside tech leads who handle the majority of technical responsibilities, allowing the manager to focus on team support, operations, and growth.
- **Clear level pairing by role**: At Facebook, there’s often a leveling alignment—e.g., M0 managers paired with L5 (senior) engineers, M1s with staff (L6), and M2s with senior staff (L7)—ensuring balanced responsibility and decision-making.
- **EMs stay hands-off but connected**: Engineering managers are expected to stay informed on technical topics but are not expected to be hands-on with code or architecture decisions.
- **Tech leads drive technical execution**: Responsibilities like leading engineering meetings, driving design reviews, setting development processes, and ensuring engineering culture are primarily handled by the tech lead.
- **Shared mentorship responsibility**: While managers typically mentor through one-on-ones, tech leads also provide mentorship, especially for junior and mid-level engineers. This dual support system ensures continuity and growth even when the manager is unavailable.

The Best Managers Acquire Power To Give It Away

- Even though the manager is an authority figure, the best engineering managers *acquire power to give it away*.
- What this means is they will establish ownership over a space and then give control of it to an engineer on their team to help them grow. This is especially important growing engineers to senior levels and beyond.
- By making the engineers on the team share authority, the team becomes more resilient, so that it doesn't collapse when the manager is out.
- Alex's Instagram example:
  - The oncall in his org was very weak and unhealthy.
  - His manager got the ball rolling and collected a working group of senior+ engineers and managers to align on the problem and agree to solving it.
  - After his manager established a sphere of influence here, they handed it over to Alex to lead the entire effort and successfully revamp the oncall system for ~25 mobile engineers.
  - Manager easily could have led this effort themselves but chose to delegate to Alex, so that he could build authority in this area.

Related resources:
- ["Why would a senior make themselves replaceable?"](https://www.jointaro.com/question/b5eUTVq4m9ANQ5QCUc3q/why-would-a-senior-make-themselves-replaceable/)
- [Why Great Engineering Managers Are Like Captain America](https://www.jointaro.com/lesson/a9s0fUXIWxm8sPigvXnL/why-great-engineering-managers-are-like-captain-america/)
- [What Makes A Truly Great Tech Lead - A VP of Engineering's Perspective](https://www.jointaro.com/lesson/uHqZZ15SK19MatEvLSO6/what-makes-a-truly-great-tech-lead-a-vp-of-engineerings-perspective/)

The Cardinal Sin Of Management: Micromanaging

This segment outlines why micromanagement is a hallmark of poor engineering leadership and how effective managers empower their teams instead of controlling them. It offers a comprehensive look at how hands-off, trust-based leadership enables better team performance and growth.

- **Micromanagement is a red flag**: Hovering over engineers’ work or constantly asking for status updates wastes time, erodes trust, and stifles ownership.
- **Effective managers lead through trust and empowerment**: Autonomy allows engineers to make decisions and own outcomes, with structured check-ins (e.g., weekly or bi-weekly) to stay aligned.
- **Staying out of technical weeds is critical**: A manager's role should focus on people, not code reviews, engineering meetings, or day-to-day task assignments—those should be handled by tech leads or the engineers themselves.
- **Micromanagement creates systemic risks**: It builds dependency, slows down team velocity, and makes the manager a single point of failure. If the manager leaves, the team may lack the tools or confidence to function independently.
- **Lack of trust leads to poor career growth**: Engineers under micromanagement are less likely to take initiative or learn leadership skills, hindering their path to promotion and long-term development.

How Top Tech Companies Handle Management Transitions Differently

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

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

What Too Many Companies Don’t Get: Management IS NOT A Promotion

Most tech companies have no idea what they're doing when it comes to engineering managers and overall leadership culture. One of the clearest ways this is reflected is how engineering manager is positioned within the company hierarchy.

Here are the core points:

- **Management is NOT a promotion** - Becoming an engineering manager is about adding value to the overall engineering in a different way. It's not about "moving up" or "controlling the engineers". *A trademark sign of bad companies is that they position the switch into management as moving up the corporate ladder.* The problem with this is that employees then switch into management for the wrong reasons, chasing money and power. This leads to an unhealthy dynamic between engineers and manager as engineers are "beneath" the manager, usually leading to the manager treating them as expendable and burning them out.
- **Top companies have separate SWE and EM tracks** - In companies like FAANG, both staying as an individual contributor (IC) software engineer and becoming an engineering manager are valid career paths with the same ceilings. This means that for every management level (manager, director, VP), there is an equivalent software engineering level with a similar amount of compensation.

Related resources:

- [How Do Effective Engineering Leaders Help Their Teams Achieve More?](https://www.jointaro.com/lesson/xGJDCG7VL4hcZaq5XL92/how-do-effective-engineering-leaders-help-their-teams-achieve-more/)
- ["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/)

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.