Burning out

One of the obvious topics of the Valley today is how hard everyone works. We’re inundated with comments on “The Great Lock In”, 996, 997, and now even a snarky 002 (midnight to midnight with a 2 hour break). Plenty of this is performative flexing on social media, but enough of it is real and reflecting how trends are unfolding in the LLM space. I’m affected. My friends are affected.
All of this hard work is downstream of ever increasing pressure to be relevant in the most exciting technology of our generation. This is all reflective of the LLM game changing. The time window to be a player at the most cutting edge is actually a closing window, not just what feels like one. There are many different sizes and types of models that matter, but as the market is now more fleshed out with resources, all of them are facing a constantly rising bar in quality of technical output. People are racing to stay above the rising tide — often damning any hope of life balance.
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AI is going down the path that other industries have before, but on steroids. There’s a famous section of the book Apple in China, where the author Patrick McGee describes the programs Apple put in place to save the marriages of engineers traveling so much to China and working incredible hours. In an interview on ChinaTalk, McGee added “Never mind the divorces, you need to look at the deaths.” This is a grim reality that is surely playing out in AI.
The Wall Street Journal recently published a piece on how AI Workers Are Putting In 100-Hour Workweeks to Win the New Tech Arms Race. The opening of the article is excellent to capture how the last year or two has felt if you’re participating in the dance:
Josh Batson no longer has time for social media. The AI researcher’s only comparable dopamine hit these days is on Anthropic’s Slack workplace-messaging channels, where he explores chatter about colleagues’ theories and experiments on large language models and architecture.
Work addicts abound in AI. I often count myself, but take a lot of effort to make it such that work expands to fill available time and not that I fill everything in around work. This WSJ article had a bunch of crazy comments that show the mental limits of individuals and the culture they act in, such as:
Several top researchers compared the circumstances to war.
Comparing current AI research to war is out of touch (especially with the grounding of actual wars happening simultaneously to the AI race!). What they really are learning is that pursuing an activity in a collective environment at an elite level over multiple years is incredibly hard. It is! War is that and more.
In the last few months I’ve been making an increasing number of analogies to how working at the sharp end of LLMs today is similar to training with a team to be elite athletes. The goals are far out and often singular, there are incredibly fine margins between success and failure, much of the grinding feels over tiny tasks that add up over time but you don’t want to do in the moment, and you can never quite know how well your process is working until you compare your outputs with your top competition, which only happens a few times a year in both sports and language modeling.
In college I was a D1 lightweight rower at Cornell University. I walked onto a team and we ended up winning 3 championships in 4 years. Much of this was happenstance, as much greatness is, but it’s a crucial example in understanding how similar mentalities can apply in different domains across a life. My mindset around the LLM work I do today feels incredibly similar — complete focus and buy in — but I don’t think I’ve yet found a work environment where the culture is as cohesive as athletics. Where OpenAI’s culture is often described as culty, there are often many signs that the core team members there absolutely love it, even if they’re working 996, 997, or 002. When you love it, it ...