Top Productivity Content from LinkedIn Members

AI Architect | Strategist | Generative AI | Agentic AI

687,206 followers 7mo

Over the last year, Iâ€™ve seen many people fall into the same trap: They launch an AI-powered agent (chatbot, assistant, support tool, etc.)â€¦ But only track surface-level KPIs â€” like response time or number of users. Thatâ€™s not enough. To create AI systems that actually deliver value, we need ð—µð—¼ð—¹ð—¶ð˜€ð˜ð—¶ð—°, ð—µð˜‚ð—ºð—®ð—»-ð—°ð—²ð—»ð˜ð—¿ð—¶ð—° ð—ºð—²ð˜ð—¿ð—¶ð—°ð˜€ that reflect: â€¢ User trust â€¢ Task success â€¢ Business impact â€¢ Experience quality Â Â This infographic highlights 15 ð˜¦ð˜´ð˜´ð˜¦ð˜¯ð˜µð˜ªð˜¢ð˜ dimensions to consider: â†³ ð—¥ð—²ð˜€ð—½ð—¼ð—»ð˜€ð—² ð—”ð—°ð—°ð˜‚ð—¿ð—®ð—°ð˜† â€” Are your AI answers actually useful and correct? â†³ ð—§ð—®ð˜€ð—¸ ð—–ð—¼ð—ºð—½ð—¹ð—²ð˜ð—¶ð—¼ð—» ð—¥ð—®ð˜ð—² â€” Can the agent complete full workflows, not just answer trivia? â†³ ð—Ÿð—®ð˜ð—²ð—»ð—°ð˜† â€” Response speed still matters, especially in production. â†³ ð—¨ð˜€ð—²ð—¿ ð—˜ð—»ð—´ð—®ð—´ð—²ð—ºð—²ð—»ð˜ â€” How often are users returning or interacting meaningfully? â†³ ð—¦ð˜‚ð—°ð—°ð—²ð˜€ð˜€ ð—¥ð—®ð˜ð—² â€” Did the user achieve their goal? This is your north star. â†³ ð—˜ð—¿ð—¿ð—¼ð—¿ ð—¥ð—®ð˜ð—² â€” Irrelevant or wrong responses? Thatâ€™s friction. â†³ ð—¦ð—²ð˜€ð˜€ð—¶ð—¼ð—» ð——ð˜‚ð—¿ð—®ð˜ð—¶ð—¼ð—» â€” Longer isnâ€™t always better â€” it depends on the goal. â†³ ð—¨ð˜€ð—²ð—¿ ð—¥ð—²ð˜ð—²ð—»ð˜ð—¶ð—¼ð—» â€” Are users coming back ð˜¢ð˜§ð˜µð˜¦ð˜³ the first experience? â†³ ð—–ð—¼ð˜€ð˜ ð—½ð—²ð—¿ ð—œð—»ð˜ð—²ð—¿ð—®ð—°ð˜ð—¶ð—¼ð—» â€” Especially critical at scale. Budget-wise agents win. â†³ ð—–ð—¼ð—»ð˜ƒð—²ð—¿ð˜€ð—®ð˜ð—¶ð—¼ð—» ð——ð—²ð—½ð˜ð—µ â€” Can the agent handle follow-ups and multi-turn dialogue? â†³ ð—¨ð˜€ð—²ð—¿ ð—¦ð—®ð˜ð—¶ð˜€ð—³ð—®ð—°ð˜ð—¶ð—¼ð—» ð—¦ð—°ð—¼ð—¿ð—² â€” Feedback from actual users is gold. â†³ ð—–ð—¼ð—»ð˜ð—²ð˜…ð˜ð˜‚ð—®ð—¹ ð—¨ð—»ð—±ð—²ð—¿ð˜€ð˜ð—®ð—»ð—±ð—¶ð—»ð—´ â€” Can your AI ð˜³ð˜¦ð˜®ð˜¦ð˜®ð˜£ð˜¦ð˜³ ð˜¢ð˜¯ð˜¥ ð˜³ð˜¦ð˜§ð˜¦ð˜³ to earlier inputs? â†³ ð—¦ð—°ð—®ð—¹ð—®ð—¯ð—¶ð—¹ð—¶ð˜ð˜† â€” Can it handle volume ð˜¸ð˜ªð˜µð˜©ð˜°ð˜¶ð˜µ degrading performance? â†³ ð—žð—»ð—¼ð˜„ð—¹ð—²ð—±ð—´ð—² ð—¥ð—²ð˜ð—¿ð—¶ð—²ð˜ƒð—®ð—¹ ð—˜ð—³ð—³ð—¶ð—°ð—¶ð—²ð—»ð—°ð˜† â€” This is key for RAG-based agents. â†³ ð—”ð—±ð—®ð—½ð˜ð—®ð—¯ð—¶ð—¹ð—¶ð˜ð˜† ð—¦ð—°ð—¼ð—¿ð—² â€” Is your AI learning and improving over time? If you're building or managing AI agents â€” bookmark this. Whether it's a support bot, GenAI assistant, or a multi-agent system â€” these are the metrics that will shape real-world success. ð——ð—¶ð—± ð—œ ð—ºð—¶ð˜€ð˜€ ð—®ð—»ð˜† ð—°ð—¿ð—¶ð˜ð—¶ð—°ð—®ð—¹ ð—¼ð—»ð—²ð˜€ ð˜†ð—¼ð˜‚ ð˜‚ð˜€ð—² ð—¶ð—» ð˜†ð—¼ð˜‚ð—¿ ð—½ð—¿ð—¼ð—·ð—²ð—°ð˜ð˜€? Letâ€™s make this list even stronger â€” drop your thoughts ðŸ‘‡

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Andrew Ng

Founder of DeepLearning.AI; Managing General Partner of AI Fund; Exec Chairman of LandingAI

2,285,783 followers 1y

Last week, I described four design patterns for AI agentic workflows that I believe will drive significant progress: Reflection, Tool use, Planning and Multi-agent collaboration. Instead of having an LLM generate its final output directly, an agentic workflow prompts the LLM multiple times, giving it opportunities to build step by step to higher-quality output. Here, I'd like to discuss Reflection. It's relatively quick to implement, and I've seen it lead to surprising performance gains. You may have had the experience of prompting ChatGPT/Claude/Gemini, receiving unsatisfactory output, delivering critical feedback to help the LLM improve its response, and then getting a better response. What if you automate the step of delivering critical feedback, so the model automatically criticizes its own output and improves its response? This is the crux of Reflection. Take the task of asking an LLM to write code. We can prompt it to generate the desired code directly to carry out some task X. Then, we can prompt it to reflect on its own output, perhaps as follows: Hereâ€™s code intended for task X: [previously generated code] Check the code carefully for correctness, style, and efficiency, and give constructive criticism for how to improve it. Sometimes this causes the LLM to spot problems and come up with constructive suggestions. Next, we can prompt the LLM with context including (i) the previously generated code and (ii) the constructive feedback, and ask it to use the feedback to rewrite the code. This can lead to a better response. Repeating the criticism/rewrite process might yield further improvements. This self-reflection process allows the LLM to spot gaps and improve its output on a variety of tasks including producing code, writing text, and answering questions. And we can go beyond self-reflection by giving the LLM tools that help evaluate its output; for example, running its code through a few unit tests to check whether it generates correct results on test cases or searching the web to double-check text output. Then it can reflect on any errors it found and come up with ideas for improvement. Further, we can implement Reflection using a multi-agent framework. I've found it convenient to create two agents, one prompted to generate good outputs and the other prompted to give constructive criticism of the first agent's output. The resulting discussion between the two agents leads to improved responses. Reflection is a relatively basic type of agentic workflow, but I've been delighted by how much it improved my applicationsâ€™ results. If youâ€™re interested in learning more about reflection, I recommend: - Self-Refine: Iterative Refinement with Self-Feedback, by Madaan et al. (2023) - Reflexion: Language Agents with Verbal Reinforcement Learning, by Shinn et al. (2023) - CRITIC: Large Language Models Can Self-Correct with Tool-Interactive Critiquing, by Gou et al. (2024) [Original text: https://lnkd.in/g4bTuWtU ]

One Agent For Many Worlds, Cross-Species Cell Embeddings, and more deeplearning.ai

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Aakash Gupta

The AI PM Guy ðŸš€ | Helping you land your next job + succeed in your career

286,617 followers 2y

Itâ€™s easy as a PM to only focus on the upside. But you'll notice: more experienced PMs actually spend more time on the downside. The reason is simple: the more time youâ€™ve spent in Product Management, the more times youâ€™ve been burned. The team releases â€œtheâ€ feature that was supposed to change everything for the product - and everything remains the same. When you reach this stage, product management becomes less about figuring out what new feature could deliver great value, and more about de-risking the choices you have made to deliver the needed impact. -- To do this systematically, I recommend considering Marty Cagan's classical 4 Risks. ðŸ. ð—©ð—®ð—¹ð˜‚ð—² ð—¥ð—¶ð˜€ð—¸: ð—§ð—µð—² ð—¦ð—¼ð˜‚ð—¹ ð—¼ð—³ ð˜ð—µð—² ð—£ð—¿ð—¼ð—±ð˜‚ð—°ð˜ Remember Juicero? They built a $400 Wi-Fi-enabled juicer, only to discover that their value proposition wasnâ€™t compelling. Customers could just as easily squeeze the juice packs with their hands. A hard lesson in value risk. Value Risk asks whether customers care enough to open their wallets or devote their time. Itâ€™s the soul of your product. If you canâ€™t be match how much they value their money or time, youâ€™re toast. ðŸ®. ð—¨ð˜€ð—®ð—¯ð—¶ð—¹ð—¶ð˜ð˜† ð—¥ð—¶ð˜€ð—¸: ð—§ð—µð—² ð—¨ð˜€ð—²ð—¿â€™ð˜€ ð—Ÿð—²ð—»ð˜€ Usability Risk isn't about if customers find value; it's about whether they can even get to that value. Can they navigate your product without wanting to throw their device out the window? Google Glass failed not because of value but usability. People didnâ€™t want to wear something perceived as geeky, or that invaded privacy. Google Glass was a usability nightmare that never got its day in the sun. ðŸ¯. ð—™ð—²ð—®ð˜€ð—¶ð—¯ð—¶ð—¹ð—¶ð˜ð˜† ð—¥ð—¶ð˜€ð—¸: ð—§ð—µð—² ð—”ð—¿ð˜ ð—¼ð—³ ð˜ð—µð—² ð—£ð—¼ð˜€ð˜€ð—¶ð—¯ð—¹ð—² Feasibility Risk takes a different angle. It's not about the market or the user; it's about you. Can you and your team actually build what youâ€™ve dreamed up? Theranos promised the moon but couldn't deliver. It claimed its technology could run extensive tests with a single drop of blood. The reality? It was scientifically impossible with their tech. They ignored feasibility risk and paid the price. ðŸ°. ð—©ð—¶ð—®ð—¯ð—¶ð—¹ð—¶ð˜ð˜† ð—¥ð—¶ð˜€ð—¸: ð—§ð—µð—² ð— ð˜‚ð—¹ð˜ð—¶-ð——ð—¶ð—ºð—²ð—»ð˜€ð—¶ð—¼ð—»ð—®ð—¹ ð—–ð—µð—²ð˜€ð˜€ ð—šð—®ð—ºð—² (Business) Viability Risk is the "grandmaster" of risks. It asks: Does this product make sense within the broader context of your business? Take Kodak for example. They actually invented the digital camera but failed to adapt their business model to this disruptive technology. They held back due to fear it would cannibalize their film business. -- This systematic approach is the best way I have found to help de-risk big launches. How do you like to de-risk?

88 Comments

Daniel Pink

398,534 followers 5mo

Youâ€™re not burned outâ€”youâ€™re just taking breaks the wrong way. Hereâ€™s how to fix it, based on science. Want to perform better? Take better breaks. Breaks today are where sleep was 15 years agoâ€”underrated and misunderstood. But how you take a break matters. Most people think more work = more productivity. But research shows that strategic breaks are the real key to staying sharp. The problem? Most of us take breaks that donâ€™t actually help. Scrolling alone at your desk? Not it. Hereâ€™s how to take a break that actually works: Move, donâ€™t sit â€“ Walk, stretch, or get outside instead of staying glued to your chair. Movement resets your brain. Go outside, not inside â€“ Fresh air and sunlight restore energy and boost creativity. Be social, not solo â€“ Breaks are more effective when taken with someone else. Fully unplug â€“ Leave your phone. No work talk. No emails. No scrolling. Just a real reset. Try this: Take a 10-minute walk outside with a colleague. Talk about anything but work. Leave your phone at your desk. Watch how much better you feelâ€”and perform. Breaks arenâ€™t a luxury. Theyâ€™re a performance tool. Treat them like it. Got a break routine that works for you? Drop it below Or send this to someone who needs a real break.

196 Comments

Sahil Bloom

NYT Bestselling Author of The 5 Types of Wealth

674,754 followers 1y

The silent productivity killer you've never heard of... Attention Residue (and 3 strategies to fight back): The concept of "attention residue" was first identified by University of Washington business professor Dr. Sophie Leroy in 2009. The idea is quite simple: There is a cognitive cost to shifting your attention from one task to another. When our attention is shifted, there is a "residue" that remains in the brain and impairs our cognitive performance on the new task. Put differently, you may think your attention has fully shifted to the next task, but your brain has a lagâ€”it thinks otherwise! It's relatively easy to find examples of this effect in your own life: â€¢ You get on a call but are still thinking about the prior call. â€¢ An email pops up during meeting and derails your focus. â€¢ You check your phone during a lecture and can't refocus afterwards. There are two key points worth noting here: 1. The research indicates it doesn't seem to matter whether the task switch is "macro" (i.e. moving from one major task to the next) or "micro" (i.e. pausing one major task for a quick check on some minor task). 2. The challenge is even more pronounced in a remote/hybrid world, where we're free to roam the internet, have our chat apps open, and check our phones all while appearing to be focused in a Zoom meeting. With apologies to any self-proclaimed proficient multitaskers, the research is very clear: Every single time you call upon your brain to move away from one task and toward another, you are hurting its performanceâ€”your work quality and efficiency suffer. Author Cal Newport puts it well: "If, like most, you rarely go more than 10â€“15 minutes without a just check, you have effectively put yourself in a persistent state of self-imposed cognitive handicap." Here are three strategies to manage attention residue and fight back: 1. Focus Work Blocks: Block time on your calendar for sprints of focused energy. Set a timer for a 45-90 minute window, close everything except the task at hand, and focus on one thing. It works wonders. 2. Take a Breather: Whenever possible, create open windows of 5-15 minutes between higher value tasks. Schedule 25-minute calls. Block those windows on your calendar. During them, take a walk or close your eyes and breathe. 3. Batch Processing: You still have to reply to messages and emails. Pick a few windows during the day when you will deeply focus on the task of processing and replying to these. Your response quality will go up from this batching, and they won't bleed into the rest of your day. Attention residue is a silent killer of your work quality and efficiency. Understanding itâ€”and taking the steps to fight backâ€”will have an immediate positive impact on your work and life. If you enjoyed this or learned something, share it with others and follow me Sahil Bloom for more in future! The beautiful visualization is by Roberto Ferraro.

891 Comments

Severin Hacker

Duolingo CTO & cofounder

43,180 followers 1y

Should you try Googleâ€™s famous â€œ20% timeâ€ experiment to encourage innovation? We tried this at Duolingo years ago. It didnâ€™t work. It wasnâ€™t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives weâ€™ve tried, what weâ€™ve learned from each, and what we're going to try next. ðŸ’¡ Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: Itâ€™s given to individuals, but we want to incentivize team work. Whatâ€™s more, itâ€™s not necessarily a framework for coming up with the next big thing. ðŸ’» Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. ðŸ’¥ Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if itâ€™s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike teamâ€™s work is done. ðŸ‘€ Whatâ€™s next? Weâ€™re working on a program that proactively identifies big picture, unassigned problems that we havenâ€™t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas

177 Comments

Brett Miller, MBA

Director, Technology Program Management | Ex-Amazon | I Post Daily to Share Real-World PM Tactics That Drive Results | Book a Call Below!

12,074 followers 6mo

How I Track 10+ Projects at Once as a Program Manager at Amazon Itâ€™s a question I get a lot: How do you stay on top of everything without letting something slip? Different teams. Different timelines. Different deliverables. And a lot of noise. Hereâ€™s how I keep it all movingâ€¦and still make it home for dinner: 1/ I use one central tracking system for everything â†³ One doc, one view. â†³ If itâ€™s not in the tracker, it doesnâ€™t exist. â†³ I update it daily and keep it brutally simple. 2/ I start every week with a 15-minute self check-in â†³ Whatâ€™s behind? Whatâ€™s on track? Whatâ€™s at risk? â†³ If I donâ€™t do this Monday morning, the week runs me instead of the other way around. 3/ I color-code by priority and risk â†³ Green means I donâ€™t need to touch it. â†³ Yellow means it needs a check-in. â†³ Red means I need to escalate or unblock. 4/ I follow up with context, not just reminders â†³ â€œJust checking inâ€ turns into â€œWe need this by Friday to keep X on track.â€ â†³ People respond to clarity, not pressure. 5/ I keep a running weekly update for leadership â†³ 3 bullets: what moved, whatâ€™s stuck, and what I need help with. â†³ It keeps everyone informed without another meeting. Managing 10+ projects isnâ€™t about multitasking. Itâ€™s about systems, focus, and momentum. You donâ€™t need to know everything. You just need to know where to lookâ€¦and what to move next. How do you track your priorities without getting overwhelmed?

222 Comments

Victoria Repa

#1 Female Creator Worldwide ðŸŒŽ | CEO & Founder of BetterMe, Health Coach, Harvard Guest Speaker, Forbes 30 Under 30. On a mission to create an inclusive, healthier world

482,542 followers 8mo

Your title doesnâ€™t make you a leader. How you communicate with your team does. Here are 12 tips top leaders use email to create clarity, show respect, and drive results: 1. Acknowledge Delays with Gratitude, Not Apology âŒ "Sorry for the late reply..." âœ… "Thank you for your patience." 2. Respond Thoughtfully, Not Reactively âŒ "This is wrong." âœ… "I see your point. Have you considered trying [alternative]?" 3. Use Subject Lines That Get to the Point âŒ "Update" âœ… "Project X: Status Update & Next Steps" 4. Set the Tone with Your First Line âŒ "Hey, quick question..." âœ… "Hi [Name], I appreciate your time. I wanted to ask aboutâ€¦" 5. Show Appreciation, Not Just Acknowledgment âŒ "Noted." âœ… "Thanks for sharing thisâ€”I appreciate your insights." 6. Frame Feedback Positively âŒ "This isn't good enough." âœ… "This is a great start. Letâ€™s refine [specific area] further." 7. Lead with Confidence âŒ "Maybe you could take a lookâ€¦" âœ… "We need [specific task] completed by [specific date]." 8. Clarify Priorities Instead of Overloading âŒ "We need to do this ASAP." âœ… "Letâ€™s prioritize [specific task] first to meet our deadline." 9. Make Requests Easy to Process âŒ "Can you take a look at this?" âœ… "Can you review this and share your feedback by [date]?" 10. Be Clear About Next Steps âŒ "Letâ€™s figure it out later." âœ… "Next steps: Iâ€™ll handle X, and you can confirm Y by [deadline]." 11. Follow Up with Purpose, Not Pressure âŒ "Just checking in again." âœ… "I wanted to follow up on this. Do you need any additional details from me?" 12. Avoid Passive-Aggressive Language âŒ "As I mentioned beforeâ€¦" âœ… "Just bringing this back to your attention in case it got missed." Key Point: Effective email communication isnâ€™t about being perfect. Itâ€™s about being intentional, clear, and respectful. Choose your words carefully. Your emails can either open doors or close them. â™»ï¸ Repost to inspire your network! And follow Victoria Repa for more.

695 Comments

Addy Osmani

Engineering Leader, Google Chrome. Best-selling Author. Speaker. AI, DX, UX. I want to see you win.

234,645 followers 1y

"A quick call can turn into a long fall from productivity" Anyone who has ever been in the middle of a productive flow state and been interrupted by a "quick call" knows the feeling. One moment you're in the zone, cranking out work and feeling unstoppable. The next, you're on a call that could have been an email, and your momentum is completely gone. It takes time to recover from the context switch. This image captures the reality of context switching. In the expectation column, we see a straight line representing uninterrupted productivity. In the reality column, we see a sharp drop-off after the "quick call" interruption, followed by a slow and painful climb back to productivity. To minimize the cost of context switching: - Communicate expectations: Clearly outline your availability and preferences for communication. There are cases where jumping on a call is the right option and times when alternatives may be perfectly fine. This helps manage expectations and reduces unexpected interruptions. - Master the art of asynchronous communication: Opt for email or messaging for less urgent matters. This allows you to respond when it's convenient without disrupting your workflow. Especially when you can respond to an ask faster using text than alternatives, consider it. - Schedule focused work blocks: Dedicate (actually) uninterrupted time for deep work. Use tools or techniques like the Pomodoro Technique and switching off notifications to optimize these blocks. Use your best judgement for how often you need to check if you missed something important. By implementing these strategies, you can significantly reduce the impact of interruptions and reclaim your productivity. Illustrated by Ash Lamb who is always worth a follow #motivation #productivity #mindset

100 Comments

Ray Dalio

Founder of Bridgewater Associates

2,787,003 followers 7mo

Learning must come before deciding. As explained in Chapter One, your brain stores different types of learning in your subconscious, your rote memory bank, and your habits. But no matter how you acquire your knowledge or where you store it, whatâ€™s most important is that what you know paints a true and rich picture of the realities that will affect your decision. Thatâ€™s why it always pays to be radically openminded and seek out believable others as you do your learning. Many people have emotional trouble doing this and block the learning that could help them make better decisions. Remind yourself that itâ€™s never harmful to at least hear an opposing point of view. Deciding is the process of choosing which knowledge should be drawn uponâ€”both the facts of this particular â€œwhat isâ€ and your broader understanding of the cause-effect machinery that underlies itâ€”and then weighing them to determine a course of action, the â€œwhat to do about it.â€ This involves playing different scenarios through time to visualize how to get an outcome consistent with what you want. To do this well, you need to weigh first-order consequences against second- and third-order consequences, and base your decisions not just on near-term results but on results over time. Failing to consider second- and third-order consequences is the cause of a lot of painfully bad decisions, and it is especially deadly when the first inferior option confirms your own biases. Never seize on the first available option, no matter how good it seems, before youâ€™ve asked questions and explored. To prevent myself from falling into this trap, I used to literally ask myself questions: Am I learning? Have I learned enough yet that itâ€™s time for deciding? After a while, you will just naturally and open-mindedly gather all the relevant info, but in doing so you will have avoided the first pitfall of bad decision making, which is to subconsciously make the decision first and then cherry-pick the data that supports it. #principleoftheday

78 Comments

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