AI is transforming the workforce, necessitating leadership evolution and skill enhancement to harness its potential and mitigate risks.
Copyright: worklife.news – “‘High Risk, High Reward’: How Leadership Should Embrace AI in the Workforce”
Like it or not, artificial intelligence is pushing leadership in a new direction.
AI’s influence on humanity and the way we work, has been a hotly debated area of contention for months. To some, the opportunities the AI era will usher in for organizations and workforces will transform societal and working conditions for the better, lead to happier, more fulfilled employees, more satisfied customer bases and ultimately deliver higher profitability. To others, we have caught the proverbial tiger by the tail.
Either way you slice it, AI is here to stay. And for senior leaders, that means evolving, rather than replacing, existing skills — both their own and those of their workforces.
Most (94%) business leaders agree that AI is critical for success, per a 2022 Deloitte report. And it will be AI-informed leadership that sets the most effective organizations apart from the competition in future, experts say. Judging when not to use it will be just as critical.
The frantic hype around AI taking over our jobs is slowly making way to a more considered conversation around how AI can be used to improve the day-to-day working experience. To start, senior leaders will need to cultivate interpersonal skills even more. And if AI is to handle time-consuming technical aspects of, for example, a CEO’s role, the human element of interpreting data and asking AI the right questions to make sound judgments, will be crucial.
“To be an effective leader in an AI environment they need to cultivate the human capabilities in particular,” said Sue Cantrell, vp of products, workforce strategies at Deloitte Consulting. “Their judgment will be critical. AI can inform their decisions, with data, with suggestions, with recommendations, but leaders still need to be able to frame the issues, make the smart calls and ensure they’re well executed.”
And to do that senior leaders need to experiment. “They need to disrupt their own decision-making style to fully exploit AI capabilities, like temper their convictions with data, test their beliefs with experiments, and most importantly figure out how to direct AI to attack the right problems,” added Cantrell.
As part of this period of experimentation, leaders will need to road test AI. Some are already underway. One third of executives say that over the next 12 months they plan to run four “trust-building” processes: improve the governance of AI systems and processes; confirm AI-driven decisions are interpretable and easily explainable; monitor and report on AI model performance and protect AI systems from cyber threats and manipulations, per a 2023 Trust survey from management consultancy PwC.[…]
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