Creating Skills Is a Form of Programming


Most people think programming starts with learning a language: Python, Java, and all the syntax and rules that come with them. For a long time, that was basically true. If you could not speak the language of software, you could not really build software.

I think that barrier is starting to shift.

I have been experimenting with Claude Code skills, and what keeps striking me is that they feel a lot like programming, just expressed in a medium more people can use. Not because the work got easier. Not because rigor stopped mattering. But because more of the logic can now be written in natural language instead of hidden behind syntax.

That distinction matters.

When people hear “prompting,” they often imagine tossing a vague instruction at a model and hoping for a decent result. That is not what I mean here. A skill is closer to a behavioral program. You define what the system should do, in what order, with what inputs, under what constraints, and what kind of output counts as success. That is programming logic, even if it is written in English.

One of the clearest examples for me was building a startup idea evaluator. Someone drops in a rough idea. Usually it is incomplete, ambiguous, and messy, which is exactly what real inputs look like.

The system does not just generate one answer from one prompt. It runs a sequence. One skill turns the rough idea into structured input. Another researches the market, competition, and key risks. Another scores the idea against a set of factors. A final skill writes a decision memo with a recommendation.

What mattered was not any single sentence inside the workflow. What mattered was the design of the system: what information gets normalized first, what research happens before scoring, what criteria the memo should reflect, and what assumptions should be preserved from step to step.

That is why this feels so important to me. The logic of the system was written in language a domain expert could actually read, understand, and change. If the evaluation felt too harsh, the criteria could be adjusted. If the research step was too shallow, the instructions could be sharpened. If the final memo was missing nuance, the output requirements could be rewritten.

The hard part did not disappear. It moved.

You still need precision. You still need to think carefully about ambiguity, edge cases, failure modes, and quality standards. Vague instructions still produce vague results. Bad sequencing still creates bad outcomes. A weak rubric still gives you weak judgment.

But those are not syntax problems. They are specification problems. And that changes who gets to participate.

A lot of smart people outside engineering already know how to do this kind of work in their own domain. They know how to break a messy process into steps. They know where judgment matters and where consistency matters. They know what a strong output looks like. They know the difference between a useful recommendation and a shallow one.

Until recently, turning that kind of domain expertise into software usually required a translation layer. The marketer had to explain it to the engineer. The investor had to explain it to the product team. The operator had to explain it to someone who could turn process into code.

That translation layer is not gone, and I do not think it should disappear entirely. There is still a big role for engineers. There is still real value in formal systems, robust tooling, typed interfaces, observability, and all the things traditional software gives us.

But the line has moved.

We now have a growing class of systems where the behavior can be authored, refined, and maintained in plain language by people who understand the work itself. That is new, or at least newly practical. And I think it expands the idea of who a builder can be.

I do not think this means everyone becomes an engineer. I do think it means more people can become system designers. More people can encode judgment. More people can turn a repeatable process into something executable. More people can build without first climbing the full wall of traditional programming syntax.

To me, that is the real shift.

Programming used to be gated mostly by whether you could write valid code. Now, in at least some important cases, it is increasingly about whether you can describe a system clearly enough for a machine to carry it out.

That is still programming. It is just programming in a form that is becoming accessible to many more people.

And if that keeps improving, I think we are going to see a lot more software-like systems created by people whose real strength is not syntax, but deep domain clarity. That feels like a meaningful change in who gets to build.

Powerful: Building a Culture of Freedom and Responsibility

Book Cover Image

Introduction

In Powerful: Building a Culture of Freedom and Responsibility, Patty McCord, the co-creator of the Netflix culture deck, offers a candid guide to building a high-performance work culture. Drawing from her 14 years at Netflix, McCord shares transformative lessons for companies aiming to thrive in today’s rapidly changing business environment. This review highlights five key insights that make this book a must-read for leaders at any level.

Book Overview

Patty McCord served as Netflix’s Chief Talent Officer during the company’s rise from a DVD rental service to a global streaming powerhouse. From this perspective, Powerful is more than just a reflection on her time at Netflix—it’s a blueprint for creating teams that are adaptable, self-motivated, and laser-focused on achieving results. As McCord emphasizes, the book provides practical strategies that leaders can apply immediately.

5 Key Insights from Powerful by Patty McCord

1. Radical Honesty is the Key to Growth

One of McCord’s central themes is the importance of radical honesty. Specifically, she stresses that creating an environment where employees give and receive honest feedback is crucial for both personal and team growth. Moreover, avoiding sugarcoated conversations and encouraging direct, respectful communication helps identify problems early. This fosters an open culture where people feel safe to speak up.

Lesson Learned: Honest, transparent feedback fuels continuous improvement and ensures everyone stays aligned with the company’s goals.

2. Hire High Performers and Let Them Thrive

McCord argues that great teams are built by hiring exceptional talent, not by trying to fix mediocrity. Netflix, for instance, prioritized “talent density,” meaning they hired only top performers and gave them the freedom to make decisions. As a result, this focus on hiring excellence allows teams to work more effectively without unnecessary management oversight.

Lesson Learned: By hiring top performers and giving them autonomy, companies can build more agile and innovative teams.

3. Freedom and Responsibility Create High-Performance Teams

One of Netflix’s core cultural principles was combining freedom with responsibility. McCord believes that trusting employees to act like adults—without micromanaging—enables them to take ownership of their roles. This, in turn, leads to delivering exceptional results. For instance, Netflix famously eliminated traditional policies like fixed vacation days and rigid performance reviews.

Lesson Learned: Granting employees freedom, paired with accountability, fosters a high-performance environment where individuals take ownership of their work.

4. Embrace Change and Adaptability

Netflix’s pivot from DVD rentals to streaming, and later into original content, highlights the importance of adaptability. According to McCord, leaders must foster a culture of flexibility where employees understand that change is inevitable and essential for growth. By anticipating industry shifts, companies can remain competitive.

Lesson Learned: Embrace change as a constant, and cultivate a team culture that is adaptable and ready to pivot as needed.

5. Ditch Outdated HR Practices

McCord critiques many traditional HR practices, such as annual performance reviews and long-term employee retention strategies. Instead, she suggests focusing on short-term, high-impact contributions from employees, even if that means parting ways when their skills no longer align with company needs. At Netflix, policies were stripped down, which boosted speed and innovation.

Lesson Learned: Outdated management and HR practices can hinder growth. Leaders should focus on building dynamic teams that align with the company’s ever-evolving goals.

Conclusion

In Powerful: Building a Culture of Freedom and Responsibility, Patty McCord provides actionable advice for leaders looking to build high-performing teams in today’s fast-paced business environment. By fostering radical honesty, hiring top talent, and embracing adaptability, McCord’s lessons are invaluable for any organization aiming to create a strong, results-driven culture.

Ready to build a powerful culture in your company? Start by empowering your team, trusting them with responsibility, and embracing change.