The great thing about working with LLMs is that you don't need people skills, even though managing them is a loose imitation of that.
You don't have to consider the feelings of your coding agent, or their specific taste, or what challenges would best help them advance in their skills or career.
You tell them to do something, and if they do it wrong you tell them what to fix, and you can keep on hammering away at them until you get the right result.
If they go too far off the tracks you reboot them with a clean slate and set them on the task again in a different direction.
> The great thing about working with LLMs is that you don't need people skills, even though managing them is a loose imitation of that.
The great thing about working with LLMs, from a business perspective—or at least the promise—is that you, as a programmer/software engineer, don't need to be building the software at all. A director on the business side could be telling the agents what to do just as they would tell a development division within the company, see it done with far less pushback and at far less cost, and stay focused on their business responsibilities like devising or implementing organizational strategy to align core competencies and achieve synergy. So again, programmers will need to transition to becoming businesspeople in order to keep their relevance within the company.