Comment by cobbzilla
10 hours ago
Here’s my empirical evidence based on several recent “coding session” interviews with a variety of software companies. Background: I have been developing software for over 30 years, I hold a few patents, I’ve had a handful of modestly successful exits. I kind of know a little bit about what I am doing. At this stage in my career, I am no longer interested in the super early stage startup lifestyle, I’m looking at IC/staff engineer type roles.
The mature, state-of-the-art software companies do not give me leetcode problems to solve. They give me interesting & challenging problems that force me to both a) apply best practices of varying kinds and yet b) be creative in some aspects of the solution. And these problems are very amenable to “talking through” what I’m doing, how I’m approaching the solution, etc. Overall, I feel like they are effective and give the company a good sense of how I develop software as an engineer. I have yet to “fail” one of these.
It is the smaller, less mature companies that give me stupid leetcode problems. These companies usually bluntly tell me their monolithic codebase (always in a not-statically-typed language), is a total mess and they are “working on domain boundaries”.
I fail about 50% of these leetcode things because I don’t know the one “trick” to yield the right answer. As a seasoned developer, I often push back on the framing and tell them how I would do a better solution by changing one of the constraints, where the change would actually better match the real world problem they’re modeling.
And they don’t seem to care at all. I wonder if they realize that their bullshit interviewing process has both a false positive and a false negative problem.
The false negatives exclude folks like myself who could actually help to improve their codebase with proper, incremental refactorings.
The false positives are the people who have memorized all the leetcode problems. They are hired and write more shitty monolithic hairball code.
Their interviewing process reinforces the shittiness of their codebase. It’s a spiral they might never get out of.
The next time I get one of these, I think I’m going to YOLO it, pull the ripcord early and politely tell them why they’re fucked.
There is something to be said for being senior in a way where the people interviewing you are junior enough that they don't necessarily have the experience to necessarily "click" with the nuance that comes with said problems.
That being said, from a stoicism point of view, the interview ends up becoming a meta-challenge on how you approach a problem that is not necessarily appropriately framed, and how you'd go about doing and/or gently correcting things as well.
And if they're not able to appreciate it, then success! You have found that it is not the right organization for you. No need to burn the door down on the way out, just feel relief in that you dodged a bullet (hopefully).
In a few cases, I really liked the company and what they were doing, got along wonderfully with the hiring manager. Then bombed their leetcode BS.
So when I say I’d politely tell them why they’re fucked, it’s actually out of a genuine desire to help the company.
But you’re right, I’m also thankful that they showed their red flag so visibly, early enough, and I’m happy to not move forward!
Yes, it is a death spiral; if you are to lead them, you have to know what to fix when, to avoid making things worse.
The solution is typically not just to fix their code. They got in over their heads by charging ahead and building something they'll regret, but their culture (and likely the interviewer personal self-regard) depends on believing their (current) tech leaders.
So yes, the interviewer is most comfortable if you chase and find the ball they're hiding.
But the leadership question is whether you can relieve them of their ignorance without also stripping their dignity and future prospects.
I've found (mostly with luck) that they often have a sneaking suspicion that something isn't right, but didn't have the tools or pull to isolate and address it. As a leader if you can elicit that, and then show some strategies for doing so, you'll improve them and the code in a way that encourages them that what was hard to them is solvable with you, which helps them rely on you for other knotty problems.
It's not really that you only live once; it's that this opportunity is here now and should have your full attention, and to be a leader you have to address it directly but from everyone's perspective.
Even if you find you'd never want to work with them, you'd still want to leave them feeling clearer about their code and situation.
I agree with everything you've written.
Clarifying my "YOLO" usage: I was being a little flippant, in the sense that when ending an interview early with direct critical feedback, the most likely outcome is a "burned bridge" with that company (you're never coming back).
Which reminds me one of my favorite twisted idioms: We'll burn that bridge when we get to it!
I guess I've finally found an acceptable real-world use case for this phrase :)
may the bridges I burn light the way.
Maybe the process works as designed. It's just that "hiring the best developer" isn't necessarily the goal here