I keep hearing stories of people (devs and product managers mostly) having either amazing or terrible experiences with LLMs. Here’s what’s consistently true: if you don’t know how to use them (and ideally how they work) you’ll get poor results. But if you know their strengths and weaknesses, and you can clearly describe what you’re building or the problem you’re solving, they become fantastic assistants.
There’s a reason product managers pick this up fast. They already map problem spaces, run discovery, measure success, prioritize, and plan. Those are the muscles you need to get value from agents. This applies to people managers too, as Ethan Mollick puts it:
When you see how people use Claude Code/Codex/etc it becomes clear that managing agents is really a management problem Can you specify goals? Can you provide context? Can you divide up tasks? Can you give feedback? These are teachable skills.
Source: x.com