Tag Archives: managers

7 Things Leaders Need to Know About Team AI Usage

Artificial intelligence will make good managers better, but not mediocre bosses better

They say a great actor can bring a C+ movie script up to a B+ or even an A if they are really good. But if a C+ actor is given a C+ script, then it’s going be a C+ movie. The same goes for artificial intelligence and leadership. You need to be a great leader before you start implementing artificial intelligence. AI will not bump up a mediocre manager and turn them into a great leader. It’s not some miracle machine. The truth is you need to have your foundations as a manager be solid first. AI is a good supplement for already successful managers.

Don’t use artificial intelligence to monitor

Often the first temptation of leaders experimenting with AI is to find a productivity AI tool out there, plug it into their IT systems, and start virtually looking over their team’s shoulders to monitor output. There are already dozens of stories…horror stories…of companies doing just that. And it’s not a good look, and deeply hurts morale.

If you need a technology tool to ensure your people are actually working when they say they are, you screwed up a long time ago—back during the hiring process.

And the current research on this isn’t in artificial intelligence’s favor. If AI is used to “collect and analyze data about workers,” then eight out of ten workers say AI use on them would definitely or probably make them feel inappropriately watched. In addition, about a one third of the public does not think AI would lead to equitable evaluations. A majority also agrees this would lead to the information collected about workers being misused (66%).

Artificial intelligence is good at turning anything and everything into a metric. Time is an easy metric. Number of sales calls is an easy metric. Messages on slack is an easy metric. How often you move your mouse is an easy, and terrifying, metric. But just because you have easy numbers to pull on your team doesn’t mean they are the right metrics to be pulling.

Leadership is really about people, not the metrics. How you solicit and give feedback is important. How you support and grow individual employees is important. Inspiring your team and being transparent is important. If you monitor your team endlessly, and your team knows that you’re outsourcing the process of harvesting that data with artificial intelligence, it creates distance between you and them.

And that ultimately works against you in the long run. People don’t like leaders who seem far from them and far from…reality.

Become fluent in artificial intelligence, or risk getting lost in translation

There’s some interesting data from Deloitte on AI that came out in Spring 2024. Organizations reporting “very high” Generative AI expertise expect to change their talent strategies even faster, with 32 percent already making changes. According to their findings, a lot of companies are redesigning work processes and changing workflows to integrate AI at different points.

You’re probably already experiencing this with Google, Microsoft and others integrating artificial intelligence into their core products like email and chats.

Another big focus is going to be on AI fluency. Deloitte found that 47 percent of respondents are dedicating time towards it. The leadership who gets educated on AI early, and keeps training consistently on as it develops, will be the best equipped to shepherd their teams going forward. It’s inevitable that career paths and job descriptions are going to evolve. It’s up to you to stay current.

You NEED to know what the technology is, how it’s being used, and how it’s helping those you’re serving. Be it clients, customers, the public–whomever. Saying you just typed some words into a text box and out came some more words….is not a good answer. Or a good look for you. You sound like you’re treating it like magic, when it’s actually just code.

Turn your conversations and meetings into a database

Middle managers spend a lot of time, arguably too much time, sending progress reports up the chain to the C-Suite and marching orders down to the individual contributors at the bottom. And there’s a fair amount of investigating to find out where things really stand, and time can be spent having to meet multiple people to get all the correct and current information. This is a time slog.

Meanwhile, there are dozens of AI tools now that just take notes. Notes from meetings. Notes from calls. They take the transcript and pair it down to the key takeaways, action items, attendance –a full brief for your records.

So, instead of asking someone to take notes during a meeting or having all your notes in the chat only to evaporate once the zoom call ends, you have a searchable document that you can reference, build on, and keep track of. New hires can use the database to catch up, and senior leaders can get a quick read of the progress and where everything stands.

Use AI/Chat bots to offload small, clerical questions

Here’s a situation: You run a small team and maybe you have a few new hires. You’re going to get a bunch of clerical questions from them over their first 90 days. That’s normal. That’s how it’s supposed to be. Onboarding takes time. “Who’s the point person for this? What’s so and so’s email from HR? What’s the policy for remote days at the company?”

Here’s where artificial intelligence can be really useful. Depending on the sort of chat platform you use– Slack, Teams, whatever, you could make a simple chat bot that you upload a full archive of the company’s policies and your own team norms, clerical details– everything new hires will probably ask you about. So, when those quick questions, quick stop-and-chats happen, the chat-bot can take care of that.

This shouldn’t subtract your time with your new hires. This just subtracts the lower stakes conversations. Now, you have more time for the high-level conversations with them. More coaching. More mentorship. More progression towards team goals. It might sound simple but…that’s because it is.

Use AI as an audience for decisions before taking them public

Being in a leadership role requires making decisive decisions. You include feedback and perspectives from your team as much as possible. Do the research. Talk to people. But then comes the actual decision making. And that is often just you, alone, with your thoughts.

Instead of making your pros and cons list, one practical thing to try is inputting proposed decisions or actions in an AI tool and then asking for all the counterpoints and possible outcomes.

You could even scale this out to your whole team. Ideally, teams should be leveraging task-focused conflict in team discussions to spark new and better ideas. But conflict can be tricky. So, what if AI is always the devil’s advocate? As your team is generating or discussing ideas, you can be feeding those ideas into an AI tool and asking it for counterpoints or how competitors might respond.

Don’t let it make the decision for you but do let it help guide you to possible solutions.

Get the legal clearance before going too deep

One last disclaimer: check with your human resources or your senior leadership, your informational technology (IT) people—or honestly, all of them—to know the boundaries you can work within when using AI tools.

Many of the tools out there are free and still in beta mode or come with a small fee. And most of the larger AI companies are taking whatever data you input and using it to better refine their product. Your company may have rules on the books about data privacy. Certainly, if you work in legal, healthcare, or government services, you’re dealing with sensitive data that may be protected.

Get clear answers before using any AI tools. Until someone above you with authority gives you the OK, you should probably just play with the tools on your own time with your own personal projects.

Conclusion

Artificial intelligence is just getting started in the workplace. And it’s all playing out in real time. If you’re a manager starting to get your hands dirty with these new tools, acknowledge to your team that this is all a work in progress and the norms around AI are likely to evolve. Be sure to keep the playing field level with your team. Practice that transparency, onboard everyone to the tools you’re using and that they can use and see where this takes you. Remember, AI, at its best, is here to enhance our human capabilities, not replace them.

AI will never take the place of a great boss…. but it might be better than being managed by a bad one.

Image credit: David Burkus

Originally published at https://davidburkus.com on September 9, 2024.

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Do We Really Need Managers?

Where do we stand with managers, today?

The workplace changed a lot during the pandemic. We all came together, huddled from home, turned our kitchen table into a workstation, then our guest room or a corner in our living room to our home office, and overall, stayed productive. In the end, a lot of us felt we didn’t need a person hovering over our shoulder to keep us on track and working. So, logically, a lot of us felt we didn’t need a manager, and a lot of senior leaders felt maybe we could cut out some middle managers.

A survey by GoodHire in 2022, of workers in a variety of fields including education, finance, health care, marketing, and even science- found that 83% of American workers said they could do their own job without their managers. But paradoxically, GoodHire also found that 70% of American workers strongly enjoy or somewhat enjoy working for their manager. This finding is backed up by Pew Research which just released data in late 2023 finding that “a majority of workers give their boss high ratings.”

So, people like their bosses, but could do without them. What’s really going on here?

Why do we hate managers? (or think we do)

The brainless middle manager trope. It’s an old one. They’re in our shows, our movies, our social media posts. And, yeah, in our lives too. They show up late, leave early. They scrutinize everything you do. Track your tasks. Track your productivity. Track your success. Track your failures.

Middle managers today are basically glorified task managers, and that really must change. But…why are they glorified task managers in the first place?

Gallup just published the results of a massive study on managers. A key finding was that, right now, managers have more work to do, on a tighter budget with new teams. Managers are more likely to be burnt out, disengaged, and looking for a new job.

More work: Remember the remote and hybrid culture you probably had to facilitate from scratch with no experience with video software like Zoom and Webex? That was a huge undertaking. Managing people’s well-being wasn’t in the managerial job description before. Adding it may be long overdue, but it was still a task that managers feel ill-equipped to take on officially.

Less budget: The economy was a roller coaster for all industries over the last 4 years. And in response a lot of budgets froze or got tightened. Your company was probably hit in negative ways that affected resources that make your role easier.

New teams: There was a lot of quitting, layoffs, hiring, and job hopping that happened. Now, teams are shaken up, gone, or brand new.

When all these things compound, it makes sense middle managers are feeling squeezed, as Gallup put it.

And when you’re burnt out, disengaged, and looking for the next place to work, you’re going to become the bare minimum “glorified task manager” just making sure the wheels are spinning.

A manager should be a leader. Plain and simple. This isn’t just semantics. A leader is an inspirational figure that facilitates great work. Tools like Jira, Trello, Asana, they can keep track of tasks and you can check them from time to time. But it shouldn’t be the first thing a manager does: check the management software. Instead, check on the people!

What About Manager-less Companies?

It’s worth stating here that, none of this is new. The discussion about whether managers make a difference has been going on for a while, with both sides citing examples to suit their opinion.

On the manager-less company side, Washington-based Valve Software gets cited often. If you’ve ever played some of their most critically acclaimed video games like Half-Life and Portal, you’ve probably heard of them. They also created the Steam platform, which, again if you’re a gamer, you know well. Valve was started by two former Microsoft employees in the early 1990s and began, from the start, as a flat company. No managers, beyond the executive c-suite level. People decided what to work on, what to prioritize, and the company became a huge success. By a lot of metrics, it’s been a success. A little late on deadlines for game releases, but because they are so good, they’re often forgiven.

But here’s where it fell short. Priority is only given to what the majority of the organization prioritizes. At Valve, it was the product, the critically acclaimed games and the Steam platform. What wasn’t prioritized? Diversity. Even for a tech company, even for a gaming company, the demographics are predominantly white and male. This discrepancy came to a boiling point in 2020 when the executive leaders were blindsided by rising social issues and criticized for their silence both internally and externally.

Other companies like Medium and Zappos rolled back their manager-less structures. At Medium, they said the structure-less structure impacted the ability to scale and the time-consuming nature of it all. It also negatively affected recruiting. It all seemed cool, but risky. Zappos said it took the attention away from the customer, and customer service was what they were known for.

These aren’t the only organizations to have ever tried manager-less organizational designs. There’s a whole organization that catalogs them. In total, about 250 companies use a manager-less structure. But most of them have under 50 employees. And nearly all of them started as a manager-less company-they didn’t just wake up and decide their thousands of employees could suddenly manage themselves.

I should be clear: I’m rooting for those places and others to work. I’m in favor of any organization that helps people do their best work. I just personally believe it’s better to bet on talented people and great teams than on a seemingly perfect organizational design.

Managers have a great impact, good and bad

When you think about who your mentors are or people who have impacted you the most in life, outside of your family, I bet you’re thinking of a teacher that really inspired you early in your life, maybe your first basketball coach, or some other authority figure that took the time to understand you and teach you some valuable skills. In other words, you think of a manager.

In organizations, managers make up about 70% of the variance in team engagement. They have a tremendous impact on whether companies succeed or fail. 82% of American workers said they would potentially quit their job because of a bad manager. The impact and stakes are REAL.

Like it or not, the work we do in our lives defines a big chunk of who we are. And managers really hold the power in making our work fulfilling, or a mindless grind. Right now, things are bleak. The more work, less budget, brand new teams, the burn out. The ripple effects that come from the manager level go so far and so wide. But there is a way to help them.

Employees need more training and paths upward

People who are promoted to managers often are promoted because they are really good at their individual contributor skillset, and the only way to climb the corporate ladder is to get promoted and manage people. Hard truth here: not everyone is cut out to be a manager; not everyone even wants to be a manager.

Gallup found that only 48% of managers strongly agree that they currently have the skills needed to be exceptional at their job. And only three in 10 hybrid managers have received any formal training on leading hybrid teams.

Authors and McKinsey consultants Bill Schaninger, Bryan Hancock, and Emily Fieldhave an interesting thought about this in their newest book. Instead of promoting someone who is really good at their craft to a management role, there should be master tracks for technical areas. And putting your best technical person in a management role might drain them of that fire that made them so good in the first place.

Moving up in your company should not be tied exclusively to managing people. And if you promote people to those roles, you need a plan to train them. In fact, before promoting them it’s worth creating a trial project they can manage or put them in charge of interns for a summer. As Bill Schaninger said, “The first time someone does something shouldn’t be after they’ve already gotten the job.”

As a manager, it’s also part of your job (I know, another task, but it’s important) to develop members of your team. Maybe they’ll be managers one day, maybe they’ll even be your manager one day if you train them well enough. Your team is on a path in their career. Their jobs will fluctuate, people will move on, move up, change course, and so coaching them is crucial. Remember, the impact of a manager on someone’s life can be huge. There’s a lot of influence here.

Managers are not task managers, they are leaders.

Focus on the team, not the individual

Now, if you are a manager, it’s imperative that you resist the tendency to micromanage-the feeling of every little task being tracked is likely what created the motivation to fire managers in the first place. So, focus on the team as a whole, not the individual. Great leadership is about letting the team hold itself accountable.

You need to do your one-on-one meetings to check-in with your people and make sure there’s not any glaring individual performance issues. But great leaders are about teaching the team to hold itself accountable. Great leaders often come off more as facilitators who are there to guide and support the team as they divvy up tasks and co-create the best strategy.

Even when you’re doing your individual check-ins, I recommend a 10–10–10 format. If you have 30 minutes to check in with each person every other week, then spend only 10 minutes of that time focused on their actual performance as an individual. Spend the next 10 minutes focused on the team, how the team is supporting them, and how they are contributing to the team. Then spend the final 10 minutes on how you’re doing as their manager. Ask where you could improve and what support they need from you.

No one wants a 30-minute discussion around their performance flaws, but most people respond positively when the bulk of the time is spent focused on how their team and their boss can help them.

Final Thoughts

So, do we really need managers? Yes, but in a capacity that reflects the evolving needs of modern workplaces. As we look ahead, let’s champion a new breed of leaders-managers who not only oversee projects but also empower people, shape culture, and turn challenges into opportunities for growth.

Image credit: Pexels, Pew Research

Originally published at https://davidburkus.com on April 16, 2024.

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