How Managers can be More Valuable in the AI Era

As the use of AI becomes more common to corporate environments, it leaves managers in a tricky place. Are they to be replaced by agents with agendas?

If the job of the manager is to parrot the messages from on high, move work around, keep track of progress and ensure timelines are met, agents can probably handle that.

The reality is that managers can do so much more.

Here’s a playbook for how managers can thrive and add significant value in the AI era.

Role 1: Repeater and Translator. Executives believe they just need to deliver a message once and move on. Managers know they need to repeat those messages over and over again to ensure the staff stay focused on what matters most.

Managers weave these messages into 1-on-1s, team meetings, emails and so on. AI will not understand how to tactfully and skillfully repeat messages without coming across as nagging and noisy.

Managers also know that the executive messaging isn’t always clear. So, they work on translating it into language staff can understand.

For example, the executive says, “Cut operating budgets by 10%.”

The staff are wondering how they’re going to achieve that. The manager pulls them together and goes over existing programs and planned expenses in exhaustive detail to determine how to cut by 10% without affecting morale or productivity. Not easy.

On the other hand, executives may say things like, “Grow our European business by 15% in 3 years.” It’s now up to managers and their teams to figure out how to achieve it. Could an AI agent come up with ideas on how to do that? Sure.

Managers and their teams can take the ideas generated by AI and bring them into reality with what’s possible based on existing skills, talent, partnerships, budget and so on. Domain knowledge means a lot in a scenario like this.

Role 2: Accountability. Would you like to be held accountable by a machine? Ask warehouse employees governed by systems and software how it feels to be measured by the minute according to standards of productivity.

Managers can provide personalized accountability with emotional intelligence rather than coming down with a one size fits all accountability model.

Accountability works best when it’s paired with curiosity and caring. A manager can lead with curiosity to understand what’s getting in the way of meeting the deadline.

Someone may have fallen behind because they are a perfectionist and are putting too much effort into a project. Or they may need some mentoring to create the finished product but were hesitant to ask. Or they are overwhelmed with too much to do and need guidance on prioritization. Lastly, they may have issues in their personal life that are affecting their ability to fully engage with the work.

Then there are those times when someone just needs to be challenged to work harder and make a better effort. A human manager can figure out what an employee needs to do their best work and act accordingly.

Role 3: The advocate. For employees to move up in an organization, they need someone to champion their cause. A manager can be that person and influence senior leadership on their behalf.

The manager can also provide mentoring to support a team member to improve their executive presence, which may be the edge they need to earn that promotion. As part of the mentoring process, it may be discovered that the employee needs more face time with senior leaders. So, the manager can assign them to a new high-profile project to get that necessary visibility and connection.

This role may not be all that time consuming, but it can be very valuable when implemented.

Role 4: The mediator. Ideally, people in conflict will solve their own problems. But that’s now how it goes on many teams. What happens more often is that people start working around those they don’t get along well with.

This unsavory situation can go along for months and even years. Unfortunately, other teammates are often aware of the issue and do little to help. This can lead to decreased morale, lower productivity and possibly even a premature exit for one of the people in conflict.

A manager can step in and mediate the situation modeling for the people in conflict just how to work through a challenging conversation and come out of it positively.

Role 5: The motivator. Do people need to be motivated to do their best work? Absolutely. Does one dose of motivation take care of things for the year? No.

The famous personal development expert, Zig Ziglar famously said this about motivation: “People often say that motivation doesn’t last. Well neither does bathing. That’s why we recommend it daily.”

Today’s managers may not need to motivate their people daily, but they do need to do it often. The American Psychological Association says motivation is the impetus that gives purpose or direction to our actions.

This is exactly what people need regularly. Why am I doing this project? What is the purpose behind my work? Are my contributions valuable?

These are five roles today’s manager can and should play that AI cannot replace. If the manager’s technical functions are replaced in part by AI agents, then take care to ensure their efforts are redirected towards these valuable human functions.

By doing so, engagement, retention and productivity should all be sustained and driven to higher levels over time. Be the one who drives that change by starting with these ideas. Check out our executive coaching services or contact us for support in your leadership journey.

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