And the same thinking applies to interviews, but that's very difficult. My leadership sometimes gets surprised about how much I help interviewees, and I have to clarify to them that I don't care about how good they are at interviewing. I care how good they are at the job.

Unfortunately, this makes my interviews super long, but we have arguably the best engineering team in the company.

Our new CTO was very skeptical of our long interviews and ordered us to shorten them. Fortunately, we had one scheduled already. He sat in on it and is no longer worried about our long interviews. He understood the value once he was able to see where the candidate stumbled and excelled in our ... simulations? of the work. We try to simulate certain tasks in the interview, especially collaborative ones, to see how they would actually do the work. It's really hard for us as interviewers to prepare and run, but it's proven highly effective so far