The more technology advances, the more human business and technology leaders need to excel in “soft” qualities.
What does leadership mean in the age of AI? PwC’s strategy+business publication answers this question by looking at the current digital era, which heavily features AI: “Leaders primarily act as organizational midwives who use their own experience and knowledge to help others trust themselves – and each other. in others – to do a job that none of them could do alone.” Rather than demonstrating or creating conditions, these leaders are encouraging others to do things like learn from colleagues and share their own experience, knowledge and skills.
Unlike other areas of business that can benefit from AI, this incentive role is not one that AI can help with. The more technology advances, the more human business and technology leaders need to excel in “soft” qualities like adaptability, creativity, curiosity, and comfort with ambiguity. But while technology cannot improve leadership, leaders—in their supporting roles—can help others use it in the most productive way.
In the following sections, we explore specific ways companies can develop leaders capable of supporting teams in the age of AI.
Demonstrate a people-first approach
While AI is powerful, business leaders and those who train them must remember its purpose – to serve as a tool for humans. That’s why a human-first approach is essential in three critical areas:
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Ethic. AI-driven processes have the potential to introduce ethical problems. For example, an automated resume review system can consistently identify specific demographic groups as unqualified for positions within the company. Systems that analyze personal data may collect, store and use this data without the explicit consent of those to whom it belongs. And black box decision making can lead to the inability to determine responsibility in critical situations.
Teams dealing with these issues require leaders who can address them thoughtfully and appropriately. Doing so may require transparency, difficult conversations, or challenging decisions. Those who lead leaders must instill skills that will help in such circumstances, such as integrity, openness and strong communication. -
Work decisions. According to a recent Forbes Coaches Council post, “AI can automate many tasks, but it cannot replace human creativity, empathy, and judgment.” Therefore, when leaders make decisions about whether to use a human or a machine for a specific task, they must consider whether these uniquely human behaviors are necessary.
For example, jobs that require a high level of creativity, such as writer, visual artist, and musician, require skills such as expressing emotions and communicating unique perspectives. Professions such as counselor, therapist, and minister involve high degrees of empathy and compassion. Careers in education involve the ability to discern students' needs beyond simple educational performance.
When leaders make these choices carefully, they can help the companies they work for alleviate employees' fears of being replaced by machines. - Easy to use. In today's virtual world, companies can lose employees and customers if their technology is outdated or difficult to use. Therefore, when building or acquiring AI-based systems, leaders must consider end users. First, systems must reflect user-centered design that is intuitive and convenient and includes easy-to-use interfaces.
Furthermore, AI systems must provide information about how they make decisions and when humans can be involved in the process. In particular, companies must be able to inform users — whether they are employees or customers — what AI systems are doing and why.
Users must be able to personalize AI-based systems according to their preferences and needs, including individuals with disabilities. Features may include screen readers, voice commands, and other assistive technologies.
Encourage innovation
According to the Forbes Coaches Council post, “AI is constantly evolving, so leaders need to be open to learning new things and trying new approaches. This means creating a culture where it is safe to fail and where people are encouraged to take risks.” These coaching leaders should train them in innovation and encourage them to convey these ideas to their teams.
We recommend the following steps to create a culture of innovation:
- Empower employees. “In an innovative culture, employees believe that all ideas are important and will be seriously considered by leadership.” This item is the first on the list because, without feeling empowered to take risks, team members are unlikely to do so.
- Embrace a culture of qualification. “The concept of upskilling describes a culture that develops the capabilities and employability of employees by instilling the knowledge, skills and attitude that workers need to improve job performance.” Understanding that in the age of AI, technology and business practices are changing rapidly, employers and leaders must train all employees in skills that will help them move the company forward.
- Adapt quickly to lead change. “While following policies and procedures continues to be fundamental to company values, leaders must react thoughtfully but act quickly in response to changing conditions .” Many factors may require changes, including changing economic circumstances, weather emergencies and supply chain disruption. Often, like during the COVID-19 pandemic, these disruptions can lead to positive improvements.
- Provide constructive feedback. “A culture of innovation starts with a growth mindset at all levels of an organization.” This scenario sets the stage for creative ideas by providing consistent, specific, and idea-focused feedback. In fact, according to a LinkedIn poll, “69% of employees say they would work harder if their efforts were better recognized.”
- Encourage open communication. “Both internal and external communications must strike a consistent tone that celebrates initiative and innovation.” Companies and teams must use open communication to support all of the actions listed above. While not every innovation ends up being useful or even usable, discussing what works and what doesn't keeps the ideas flowing.
Today's effective leaders drive progress and improve the world
In the evolving world of AI-centric business, the need for effective leadership is more important than ever. As discussed in the sections above, leadership requires a multifaceted approach that incorporates the capabilities of AI and its potential to make life easier, safer and healthier, while minimizing risks such as ethical violations and of privacy.
Leaders in the AI era possess extensive technical knowledge, demonstrate emotional intelligence, are capable of clear and honest communication, and are willing to change when necessary. With a human-first approach, these leaders can inspire their teams while driving innovation and value for their companies in ways that AI cannot replicate.
At their best, these leaders are harnessing the potential of artificial intelligence while recognizing the value of human skills. The most successful among them are striking a balance between technological and human capabilities, arriving at conditions that drive progress and improve the world.
