James King

People are hard.

And I really have come to embrace that and understand that I've been, you know, processing that a lot lately.

I look at us programmers and this is not like a knock on us to program.

We are very literal.

We have to be in program.

We say that you press this button, it does this.

Not like, you know, feelings aren't involved.

There's not a lot of,

This is what happens.

We are very literal.

We are very to the point.

People are not like that.

A manager, you're not like that.

And I think it's been really hard, at least for me, I don't know about you, Steve, as someone who's been programming and everything's very literal, you do this, this happens.

Or you say this, this happens.

And then you talk to an employee and you yell very vague things and you're like, wait, or you ask them to do something and they go and, you know, it's like, wait, that wasn't what was asked of you.

I saw it was pretty point, but maybe I wasn't clear.

And you gotta try to clear up your explanation to them.

Um, like the whole notion of go get me a rock, you know, as a manager, you gotta be extra clear where on like programmer, when we're coding,

We tell the machine exactly what we wanted to do.