Feature
You may have noticed that the conversation about the future of work has switched abruptly from endless debates about what’s better between being in-office vs. remote vs. hybrid to one about AI. Is AI going to replace workers? Will we all have to get trained on using AI the same way we learned to operate computers? Can AI help me do my job better?
No matter how many articles I read or write about AI, there is a new leaf to turn over and explore. But as we hyperventilate over the newest AI discoveries and how the technology will impact the employee experience, we should also realize that, at least for the foreseeable future, people are going to keep working with people.
That means yes, managers still matter.
Why Managers Still Matter
Digital transformation is on the agenda for practically every company in the world right now. Companies are changing the way they operate, but that change doesn’t happen by itself.
Leadership and managers are critical parts of change management, communicating changes effectively, managing expectations for both employees and company leadership, and providing ongoing support for workers.
This is especially true at organizations that look to strike a balance of automation, AI and a human workforce moving forward. Managers will have to step in to guide the organization on which tasks are appropriate to automate and which require trained, human intervention. They’ll also be key to identifying transferable skills and the development of new skills, as the workplace transforms.
While AI can do many things, there is zero evidence that people want to be managed by it. People still want to work with other people. Whether it’s fostering a positive culture, addressing employee issues in an empathetic manner or identifying new opportunities for growth, managers — human managers — are best positioned to help.
As organizations focus on improving employee engagement, productivity and retention, research continues to show that the best way to make an impact is to have better managers. Unfortunately, most companies haven’t invested enough in developing their managers despite the fact that they are so critically important to the overall performance.
Related Article: Why We Need Middle Managers
Developing Leaders for the Future of Work
Managers often find themselves in the challenging position of balancing the expectations of leaders and their employees.
As companies experience more volatility and change, Gartner research shows that managers need to be better equipped to deal with this reality. That means more resources devoted to training and development to shrink the managerial skills gap.
And it’s not just those foundational manager skills that need to be developed. Companies also need to be equipping managers for the future.
To thrive in a more chaotic future, managers need to be equipped to foster a culture of continuous learning, for themselves and for their employees. That can mean reading the latest trends, working on new skills or anticipating change instead of simply reacting to what’s taking place. In some industries, that might mean paying special attention to technology advancements, too.
Managers can also assist in identifying future skills needs to guide employees in their development, particularly as the face of jobs changes with the arrival of new technologies. Considering where the organization is going, managers are in a great position to identify the skills that will be needed in the future. It’s a win for employees and organizations alike to align and develop skills gaps before they are actually needed.
Managers will also need to understand emerging data-driven insights, especially as it relates to predictive insights. How much certainty can a manager have when relying on AI-driven predictions to determine what will happen?
Related Article: What Happened to the Promised Future of Work?
The Much-Needed Human Touch
AI is great, but we need human leaders to make decisions that are in the best interests of both employees and the organization. At this point, AI can only mimic emotional intelligence and empathy. When times get difficult and we’re looking for answers, AI can only pretend to care, and the advice it may give an employee may not be contextual. Developing managers as an antidote to this weakness seems to be the best way to add a human touch to the age of AI.
Managers will also be critical for navigating the ethical implications of AI in the workplace. Those trained to identify potential ethical issues, including data privacy, bias and worker displacement, will be a backstop for disastrous outcomes.
It’s important that no matter how technologically advanced your workplace gets, you’ll still have the ability to connect human to human. When we look at basic human needs, the need for connection and belonging doesn’t go away just because we’ve become more technologically advanced.
The future of management means integrating technological and human workers. Embracing a future where we can leverage the strengths of people and AI seems both prudent and inevitable.
Related Article: Generative AI Results Should Come With a Warning Label
Great Managers Are Key to Unlocking the Power of AI
What continues to ring true to me is that the power of AI isn’t just contained in its abilities as a technology. Its power lies in our ability to harness those abilities effectively.
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That’s why great managers in the age of AI will be the glue that keeps everything working together, helping their human and non-human coworkers find harmony while ensuring that we don’t lose our humanity as we transform the future of work into something that’s good for people and organizations.
As we navigate that transformation, highly skilled managers will be critical to navigating those gray areas where we might not have policies or best practices in place already. Because I am quite certain that those gray areas will only get bigger, not smaller, as we move forward.
