|
|
|
|
|
by avemuri
376 days ago
|
|
I agree with your points but I'm also reminded of one my bigger learnings as a manager - the stuff I'm best at is the hardest, but most important, to delegate. Sure it was easier to do it myself. But putting in the time to train, give context, develop guardrails, learn how to monitor etc ultimately taught me the skills needed to delegate effectively and multiply the teams output massively as we added people. It's early days but I'm getting the same feeling with LLMs. It's as exhausting as training an overconfident but talented intern, but if you can work through it and somehow get it to produce something as good as you would do yourself, it's a massive multiplier. |
|
But you're not training LLMs as you use them really - do you mean that it's best to develop your own skill using LLMs in an area you already understand well?
I'm finding it a bit hard to square your comment about it being exhausting to catherd the LLM with it being a force multiplier.