用三个词提示词管理34个AI代理：从管理到等待升级

There are people that are spitting up agent workforces with hundreds of agents and sub agents and they're getting incredible amounts of work [music] done. But how do you do it? And how should you think about it? And what are the strategies to actually create an AI agent workforce [music] that underpromises and overdelivers? Well, today I brought on Alli K. Miller and she's one of one of the most well-known AI voices ever.

She's worked with IBM. She's worked with AWS. And she's managed multi-billion dollar P&Ls in the AI space. I asked her a simple question. How do you manage your fleet of agents? In this episode, we cover a lot of ground, but by the end of it, you're going to understand how should you strategically think about spinning up AI agent workforces, where there's opportunities to create startups in the B2B space with AI agents, and a [music] lot more.

Enjoy the episode and I'll see you at the end. Today's episode is brought to you by Brex. My company's been on Brex for a year and a half and I started because I kept hearing companies like Verscell, OpenAI, Anthropic were using Brex and I figured if they're using it, why shouldn't I? It's been a gamecher. The thing that got me is how smooth it is. It's got high limit cards. It's got banking. It's got AI that handles the back office busy work like expense reports which I don't want to do on its own.

It's really just built for this agentic world. If you're building something new, it's time to get Brex. Check it out at brex.com/solutions/ startups. Link in the description. [music]

I can't tell you how excited I am to finally have Alli Miller on the podcast. I've been begging her to come on. She's one of my favorite people in AI and I don't say that lightly. Um, welcome to the show, Ally.

Thank you, Greg. And you are also one of my favorite people. So, like I'm actually very excited to to talk about all the AI things that we're working on.

By the end of the episode, what are people going to learn?

I hope like one of the biggest mindset shifts that I'm going through right now is I feel like the term managing agents is wrong. And my hope is that people will understand what that mindset shift is, see a few examples, and figure out how to start, how to make that mindset shift, what the first step should be.

Okay, perfect. So, where do you want to start? So, this is and and I'm happy to to debate you on this because we haven't chatted about this, but I feel like managing agents feels like I am their direct manager and I'm like, Susie, go over there and Betty, go over there and Jeremy, go over here and I feel like I am three rungs above at like an SVP overseeing level where I feel like I am setting up the infrastructure and then they are figuring out the best way to execute within that.

Um, and so I feel like I'm moving from managing to like waiting for escalations. Um, or I feel like I'm moving away from delegating and more just deciding what should or shouldn't happen. And so it's a little bit more of the like a like a liability role where I just get to be the the final say of what happens um, and come in for like critical thinking steps. But does it like am I the only one that feels like that is happening?

I just it feels like that word is wrong. Like I see managing agents everywhere and it just feels like anyone that is still talking about you should manage agents feels like early 2026 talk.

Also like do do we want to manage agents is also the question. Like managing people's hard you know what I mean? Like a big reason I think a lot of people like AI to do stuff for us is so we don't have to manage things, you know. So that's something else I've been thinking about.

Like I I ran an org of about 100 people at AWS. the parts of people management that I loved. It was the the making them better and empowering the out of them and seeing them completely blow past their ceiling, watching them get promotions, like that was the fun part. And also seeing what we could do together. Things like, oh, we have to fill out this thing with the paper and the button and like get me out of there.

So, I think the admin side of people management and the admin side of agent management, I want that fully gone. The things that I that I love about people, I'm bringing that over into agents, which is just like, how do I act as as ambitiously as possible and get you to break through your ceiling? And one of the best prompts that I have done with my AI workforce is three words [laughter] and with like a little bit of explanation, but like at its core, it is three words.

That is the best prompt ever. So I have uh my AI chief of staff is Simon. Simon runs like this whole org. And so I have 34 AI agents that work in this workforce. And it dawned on me that I was already functioning at the limit of my own imagination in my business and that I could be doing way more ambitious things if only someone could manage me, right? Like could break help me break through my ceiling. And obviously I have a lot of mentors and you're amazing at at you know shaking people up and and making me second guess how I'm doing things.

It's really helpful. But I it dawned on me. I was like, why am I not leaning on the AI agents to help me with this? Like why is everything that they're working on initially prompted by me? Even if it's um a scheduled task, I still had to come up with that task and tell it to do it. So the best prompt, three words, and it's just do smart things. Like my AI workforce has access to every single contact doc. I've got context talks about my business, my friends, family, my 2026 personal goals, business goals.

It has access to my meeting transcripts, email, calendar, notion, stripe, superbase, GitHub, whatever. And I just several times a day wanted to look across all those things and just do smart things. And seeing how Fable 5 and GBT 5.6 six and that level model is reacting to that vague um flavor of prompt like you couldn't you couldn't do this a year ago now you absolutely can

so when you hire a human being I think there's like three types of employees that you can have one is uh someone who doesn't complete tasks not a good employee if they're not completing tasks um the second is they're completing the tasks um like satisfactory or exceeding, but like they're not really like thinking about new tasks. Um, so they're not you can't just like if you step away from the business, you're probably not going to see insane growth.

Um, and then the best employee that you can possibly hire is doing the task, exceeding expectations on it, but also thinking about new tasks that they should be doing and actually going and doing those and exceeding expectations or or you know, or being very satisfactory on that. So what you're saying is basically you're just giving more responsibility to your team of agents. Um you're giving in a way cuz you're giving these three words to it and you're saying like hey I'm shifting the responsibility of like

you know do smart things to you like you have to you you have to like there's a bunch of fog that you have to figure out.

Yes. I would say I'm giving them more breadth more scope more flexibility. I'm not allowing them to now send 100 emails and before I used to have to check all the emails. I still check all the emails. So the the tier of risk has stayed the same but the width has expanded.

It's it's almost like unbelievable that those three words actually make a difference.

Yes. This is like I a and by the way so so I I agree with your assessment on this like tiers of employees and Alex Lieberman shared this like pyramid of proactivity that I turned into I'll I'll send this to you so that you can pull it up right now as I'm talking about it

but it is five levels of proactivity and at level four it's like I've already solved this thing here are the you know tradeoffs or whatever and at level five it's like I've already solved this thing. Here's how I