There was a LinkedIn post I saw yesterday about not automating certain tasks to build judgment. It hit on a genuinely profound idea. The author’s point was that true clarity of thought comes from experience, repetition, and a relentless focus on thinking deeper, not just faster.

I agree, profoundly. But my immediate comment on that post captured the missing piece: balance.

“This is a refreshing take, thanks for sharing. While judgement is definitely built through experience, etc. with AI one can repeat, iterate, refine one’s clarity and fasten the feedback loops. It is important to find the balance between the two.”

My take is that AI isn’t here to replace the process of building judgment; it’s the ultimate force multiplier for it.

Outsourcing the Noise, Not the Brain

I am squarely in the AI Catalyst camp, and my philosophy is simple: I’m not outsourcing my brain; I’m outsourcing the noise so my real brain has more bandwidth for the creative, high-impact deep work that truly builds value.

My goal is to be a true 10x manager and that is now achievable with the power of AI.

How? By creating my digital twins and orchestrating multiple agents to run all the background jobs. These agents are tasked with keeping me informed, summarizing all the noise, and filtering the firehose of complexity down to what’s critical. They handle the administrative drudgery, which frees me up to focus on the strategic, people-centric challenges that require uniquely human traits like empathy and critical thinking.

The Only Real Risk Is Inaction

We are currently navigating a chaotic, complex, and unpredictable world. I genuinely believe that if you’re not at least an AI Adopter by the end of this year, you’re taking a massive career risk.

This isn’t the web3 bubble burst; this is a foundational dotcom-level shift. The biggest risk isn’t “AI brain-rot,” it’s not taking any risk at all.

My guiding philosophy is to embrace the rapid change and adopt it first; then, we can adapt to what best fits.

Crucially, the human angle is still valid. We have full control to decide which use cases fit and which ones don’t. The new era requires a rebooted organizational OS and a new approach to learning, but the core task of refining clarity and building deep judgment remains uniquely ours. We just have a phenomenal, autonomous tool to accelerate the feedback loops and scale our impact.

The future belongs to those who act, not those who worry. We just need to know how to ask the right questions and where to apply the lever.