All leadership is like that. Even if you're not a people manager.
I'm an IC in a technical leadership position, all of these hold true with the added constraint that I cannot tell anyone what to do. I hold no carrot or stick.
I have to persuade, convince and influence, I have no reports (nor I want them) so to get anything done I need to get people to align and understand the value on its merits.
If people follow your direction, it is usually because the argument made sense, the trust was already there or you did the unglamorous work of aligning everyone beforehand
It's still too unpredictable trying to be transparent IMHO.
Scalarization can fail in surprising ways just due to what a maximal atomic write can be on the target platform, and then it fall back to heap allocated objects.
Even if there's type erasure.
I much rather have the compiler balk at me than let me write something that may or may not work as expected.
I'm trying to figure out exactly how to best use AI, but not just as a chatbot user.
How to integrate it to solve useful problems. Make delightful products.
So many things that used to be intractable now are probabilistically solvable and that needs some things to be changed fundamentally and a lot of assumptions dropped.
The randomness that AI introduces poses a plethora of challenges.
I think local models will be a big thing eventually, not everything needs a frontier model and a lot of useful work can be done with surprisingly little hardware.
I'm an IC in a technical leadership position, all of these hold true with the added constraint that I cannot tell anyone what to do. I hold no carrot or stick.
I have to persuade, convince and influence, I have no reports (nor I want them) so to get anything done I need to get people to align and understand the value on its merits.
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