Lead with the attack leads coffee time.

We have an interesting topic today.

It is about top things that I wish junior engineers with.

No.

Now, for those of you who are new did the channel.

I wanted to briefly introduce myself.

I am an ex Google Tech lead, which is amazing.

Absolutely magnificent.

So good.

It's just something to keep in mind as you're watching my videos.

Why should you listen to me?

Where is my authority coming from?

Why do you need to respect me?

Simple.

I'm the tech lead.

And that's something that you probably couldn't say about anybody else that you know.

Not your dad, not your mom, not your brother or sister or your friends.

And if you can say this about somebody, then you just need to keep in mind that they're not necessarily the tackle It I am v Tech lead.

There can be only one tack lied.

And that is me.

You can confirm that by checking the user name on my YouTube channel.

It says tech lead right there.

That confirms that I have taken up that name and that's really why you should listen to me.

That's really the basis for my whole entire YouTube channel.

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Daily coding problem dot com slash tech lead So let's go under the first tip here we have a junior engineer.

His name is Jake, and he writes in that he's got some for architect at work disagrees with the way the software architect is doing things.

He sees a way to solve the past.

The problem.

They've been given in a much simpler way and then, meanwhile, the software architect left for three weeks, came back with 50,000 lines of code of sequel coat and said that we have to use that as a framework.

And meanwhile, Jake just feels that there's just a much simpler way of doing this thing.

And Jake is just thinking that the sum for architect is ridiculous.

Now they don't does Jake know?

But this stark for architect is actually me.

That's right, Jake.

I am on your team.

I am to suffer architect that you've been complaining about.

I don't actually look like this in real life.

I put on the mask so that people don't actually know who I am.

But, Jake, I know who you are.

I know you're complaining about me at work.

I'm going to make sure that you get what you deserve.

Okay, Now, let me just address for you.

Jake, what's going on?

The reason that I went out and wrote 50,000 lines of code okay is because tech is not necessarily about being right.

There are a lot of things about computer science, but being right is not one of them.

If you only cared about being right, I recommend that you go become a professor and you can get into all the academics about this.

But computer science programming specifically is the application of code, and the application to practical application is messy.

a sturdy reality is ugly, and there could be many aspects beyond just being right.

When they see somebody go out and write 50,000 lines of over engineered garbage code, you have to think about what their motive is.

Is it simply because they're stupid is a simply because they're just trying to over engineer a bunch of stuff, wait up under time?

No, I don't think so.

The reason they're doing this is such that they can carve out an ownership area for themselves for their team.

They can show that project to management.

They can show their everybody and Jake, if you can get on board with this offer architect, help that person billed out this huge project.

That person's already doing the book off the work.

50,000 lines of code already in there for you free and you just go help out.

Start building some of this stuff out.

You can become part time owners of this brand new project, and it can lead to great things for you and your team.

So that's the first thing is that there can be many different aspects, and I might remind you that this isn't necessarily simply about politics.

All the politics may play a big part at work, and you just need to keep that in mind.

But there could be some very good reasons for this.

For example, one time I was working in the company, I saw a far greater, easier way to build something.

I would just say, Hey, let's just take this component from open source.

Let's just use that ship.

This project.

We're done two days.

But this person wanted to spend months building on this project, and I didn't understand why this person would be going around trying to do all this work until later on.

I realized that there a lot of actual benefits riel practical benefits, for example, having ownership of something could let you modify the code more easily.

You could at that that however you want it to, you could really make it flexible.

You could support your team.

You're certain technologies.

You could make it a much bigger, longer term project and stuff.

Just solving one small short term go finishing it, shipping the product and moving on.

Maybe you could actually turn this into a much bigger framework, something that could be useful and supported and used across many different teams within your company.

And if you have that long term vision than you may see that there's really much more that may be doable.

Sometimes you don't want to be right.

It's a lot like when you're driving and somebody cuts you off.

If you continue dr into this person, yeah, you're going to be right in the eyes of the law.

You'll be right, but you'll also be dead now.

The second thing I want you junior engineers to know is to pick your battles.

And this also has to do with not necessarily being right all the time.

Because if you take a look at this junior engineer Jake here, that disagreement with a senior engineer and what really happens is that the senior engineers, your colleagues, they're going to be the ones writing your peer reviews.

It's just not going to do you any good if you start causing conflict with people in your area.

The best way to deliver criticism if you're going to do it is to ask questions as questions is that people can think about the problem.

I think about how their answer that if they can't find the answer.

Maybe then you would have shown them the problem.

Encourage them to the justice solution and save some face instead of having you just come in and point out that they're wrong and embarrass them in front of everybody.

The other things is actually going to be in your best interest to get this senior engineer promoted such that it makes space for you.

Of course, if this person doesn't deserve promotion, then fine, but is often going to be in your interest to support your attack lead.

And this is why I say a lot of people think that I'm joking when I say that your job is to support your attack lead.

But it's going to be in your interest to just make sure that the people around you, your whole team, everybody is doing well getting promoted.

You will rise as a team or you will sink as a team.

And as you clear up space above you, then there's going to be more space for you to grow son zoo in the art of war.

He wrote that the Supreme art of war is to subdue your enemies without fighting supreme excellence.

consists of breaking the enemy's resistance without fighting.

Now, Tip number three is to remember that nobody cares about the details.

Nobody actually reads the code.

You're the only one who reads it.

And so when you go around complaining that gruesome abstract abstract factory factory coordinator manager and that's causing the pixel padding to be off by two points, no one really understands what you're talking about and no one really cares.

It's just like just get it done right.

I don't care.

Just get it done.

People just want to see this task done and to be able to move forward and where you need to do is bring your conversation upper level, such that people can actually understand what you're talking about.

What people care about are the top line metrics the product.

The code, meanwhile, would be changing every day.

Whenever I go into meetings, I always see the junior engineers start diving really deep into small, little grungy details.

You know these people, they're really boring everybody, they're wasting bunch of time.

What you need to do is set the proper expectations.

Is that the making up excuses?

A possum factory factory manager tell people when your projects being done, why is being blocked?

What's going to look like?

Just set those expectations?

And that's really all anybody really cares about.

Tip number four is to stop fixing all those bugs that I've been the sign in you.

The fact is that there are millions of books and I just pick one or two and I send them your way, and then you suddenly start thinking that there's some important and you focus on them other time.

And you just keep talking about these small little bugs and, yeah, you can solve them and that's great.

And I just assign you some more.

And there's just going to be an infinite amount.

And your real goal is not to focus so much on all the smaller the bucks that you've been the same because it's not going to make it then and doesn't really matter.

What you're really ought to do is to take on initiative to take ownership in an area, and by taking on the ownership, you can build something that can help expand the team's rolls responsibilities such that you and your team can grow, get more budget, hire more people and make more impact.

Everything you do is really for this broader road, the task of solving a few bucks here and there.

That's always going to be there.

And people can always hire another junior engineer to be doing that.

You won't be looking a little bit broader than that.

Everything before you can do that is going to be training to get you to that point.

The last and final tip for you here is to take in some feet back.

You want to get out of your comfort zone when you're not comfortable.

That is when you're learning.

We're in difficult situations that you're not familiar with when you're doing tasks that you don't know if you can accomplish or not when you're being challenged, that is when you are growing.

And similarly, feedback will always make anybody uncomfortable, because that is when you start understanding where you messed up where you could have improved upon.

Feedback is generally something that you need somebody else to tell you, because when you look at yourself, you won't be able to see your own flaws.

You don't know what you don't know, which is why you need 1/3 party somebody senior.

Somebody like me.

The tack lied to tell you what your flaws are, where you can improve and opinion to sort of feedback is not necessarily going to be that easy.

If you show that you cannot accept defeat back.

If you show that you're always challenging the tack lied trying to come up against them, trying to disrupt their flow, then they're not going to really give you on this good feet back there.

Just say, yeah, you're doing fine and you're going to be left struggling over and over because people are just not really willing to provide you good on this feedback because it doesn't seem like you're willing and able to accept that when you can show that you are willing to learn, willing to obey me word for word.

I tell you to do something and you do it.

Then you are going to be in the state in which you are ready to accept feet back in which I can tell you where you need to improve, and then you can go off and improve yourself.

My first assignment for you is to subscribe to this video, give it alike and the subscribe.

Okay, so let's start with that.

And then you will be well on your way to not becoming a junior software engineer and without dough for me.

I hope you found these steps useful.

If you didn't just remember that I am the ex Google attack lead.

Let me know your thoughts on junior software engineers.

If you like the video, give the like and subscribe bouncy next time.

Bye.