Yup. Basically, I have been combining both a manager and IC role for years now, which certainly helps working with LLMs: I can "delegate", and I know when to "intervene". It certainly is a skill, but the issue with LLMs is the confident voice you hear at the end of the turn: "the task is done, all is good"; and given that LLMs tend to praise its own code and tend to avoid global architecture reworks (I guess it's a training artifact), you need to understand the situation and resist hearing "nah, the architecture is fine, the rework is too much of work" phrased very convincingly. It's kind of peer pressure combined with both authority and glazing, which is a weirdly deceptive (to the point of being manipulative) mix.

I certainly enjoy working with humans much more than working with LLMs. Working with humans is usually "how can we get this done together", while working with LLMs is pretty much is "how can I make this model do what I need", which is something I don't like. An personal persistent thought I have now is not to transfer my relationship with LLMs to my relationship with human beings, and I don't really like it.