How To NOT Get Screwed As A Software Engineer

Summary

The video offers advice to technical people like engineers who may feel exploited at work, where business people get the credit and rewards. It advises evaluating your equity split, decision-making influence, work-life balance compared to counterparts, company trajectory, and opportunity cost. If dissatisfied, consider asking for more ownership, exploring other jobs that value you, or taking a temporary step back to advance your career. It reminds technical staff to know their worth while encouraging business leaders to appreciate and not exploit their teams.

Takeaways

• 😀 The video aims to help technical people avoid getting exploited in startups
• 😟 Non-technical founders often take much more equity than technical co-founders
• 😟 Technical people are often overworked compared to non-technical counterparts
• 🤔 Having a seat at the table in decision-making suggests you're valued
• 😃 Equal equity splits suggest you're a true partner, not just an employee
• 😟 Signs of a bad situation: no equity, decisions made without you, company not working
• 😃 Good signs: learning fast, valued by team, transparent expectations
• 👍 Ask directly for what you think you deserve - equity, decision rights, etc.
• 🚀 Leaving for a 'worse' job can set you up better long term
• 💡 Know your worth - technical skills are rare and valuable

Q & A

What are some common roles or situations where technical people can get exploited?

Some common roles and situations include: technical co-founders at startups, lead engineers at scaling companies, early engineers at early-stage startups, college student interns, and engineers at big tech companies who do a lot of the work that others get credit and promotions for.

What is an example of an unfair equity split between technical and non-technical founders?

An unfair split would be if there are 2 founders, and the non-technical business founder has 90% equity while the technical founder has 10% or less. Often there is no good justification for this beyond the business founder being a tougher negotiator.

What should an early employee look for in terms of equity compensation?

An early employee taking on the role of a technical co-founder should look to get an equity share that is life-changing if the company succeeds - not just a pat on the back and a small bonus. Even if less than the founders, it should be meaningful.

How can you tell if a googler is getting a fair deal or not?

Consider work-life balance and overall compensation compared to the intense effort put in. If working long hours to produce work that benefits management's career growth more than your own, with little work-life balance, it may be unfair.

What are signs you may lack influence or a seat at the table?

Signs include not being invited to key meetings where decisions happen and having your work dictated by non-technical management without input into priorities or process.

How can you self-diagnose if the business is working or not?

Look at the hard data - are you growing users, revenue, engagement as expected? Does the evidence match what leadership says about how things are going? Trust the data.

What are signs you may be in a good, fair situation?

Signs include: feeling you have the best risk-reward deal available, having responsibility and learning opportunities, and working just as hard as co-founders and peers (everyone feels invested).

If expectations were set clearly upfront, does that mean you cannot be exploited?

No. However, if expectations are set accurately about workload and opportunity ahead of time, it provides more context about what you signed up for - you may be working hard but cannot claim you were misled.

What can you do if you think you are being exploited?

Options: Ask for more equity or responsibility, explore other jobs where your skills may be better valued, take a step back to switch companies/roles to advance long-term prospects.

What advice does Michael give business partners about treating technical talent fairly?

Be honest and upfront about expectations. Make decisions that get your team excited and feel invested for the long term. Don't just exploit valuable skills for near term gain.