Leadership co-processing with LLMs

Over the last few months, I’ve been writing about a number of factors that AI — specifically LLMs — are changing the way the role of management works. If you haven’t read the previous posts, then they are as follows, in descending order of publication:

• New advice for aspiring managers, which covers how the cultural shift in our industry is changing the way we think about management and how aspiring managers should adapt to that change.
• A bag of worries: tackling overwhelm with LLMs, which is a technique I’ve been using to help me manage my own never-ending to-do list by offloading some of the cognitive load of prioritization to an LLM.
• A weekly mind meld, which uses some LLM assistance to communicate weekly with my department.
• LLMs: an operator’s view, the original post in this series, which covers some of the cultural change addressed in the first post in this list, and how code review and hiring are also changing.

I’m always trying to find new ways to use LLMs because it’s both useful and a lot of fun. One of the unsurprising elements of being a CTO is that the buck stops with me when it comes to decisions about my engineering department, so I’ve been leaning more on