Artificial intelligence will not render managers obsolete but rather upend their role, forcing them to rethink what it means to lead people in an increasingly automated world. This shift stems from the fact that AI is excelling at tasks traditionally considered managerial, such as information synthesis and routine problem-solving.
For decades, management has been based on a command-and-control model, where leaders were expected to possess technical expertise and wield authority over their teams. However, this approach has proven woefully inadequate in an era where knowledge is ubiquitous and AI can perform many functions previously reserved for humans.
The result is that most managers are now facing the harsh reality of being replaced by machines – not as problem-solvers, but as facilitators of human potential. The question remains: what skills will remain essential to a manager's role? Can they truly make a meaningful difference in an organization where AI has streamlined administrative tasks?
Gallup reports that only 10% of UK workers are engaged in their work, while global stress levels have steadily increased over the past two decades, with poor management contributing significantly. Traditional approaches to leadership – telling, directing, and correcting – not only fail to foster engagement but also inadvertently fuel burnout.
To address these issues, leaders need a fundamental shift in their approach to management. Rather than relying on rigid coaching models that offer limited time for interactions, they should adopt an integrated, behavioral approach that embeds development into the fabric of daily work. This involves facilitating better thinking in others and developing employees' innate potential.
At its core, this new approach can be distilled into a simple sequence: Stop, Think, Ask, and Result. By resisting the urge to immediately solve problems, managers can assess whether an issue is coachable. By adopting an inquiry-led approach, they can prompt reflection and ownership among their team members. And by focusing on clear next steps and follow-up, they can reinforce accountability while ensuring employees own the outcome.
The cumulative impact of this micro-practice may seem insignificant at first, but government-sponsored research has shown that it can lead to a 70% increase in coaching time spent in the flow of work. As AI assumes more complex tasks, leaders will need to focus on human connection, judgment, and meaning-making – the very qualities that distinguish great managers from mediocre ones.
Ultimately, the choice lies with those who want to evolve into developers of people rather than directors of tasks. A.I. will increasingly manage routine functions, but it is up to leaders to redefine their role in creating conditions where people can do their best thinking. Those who fail to adapt may find themselves relegated to a bygone era of authority-based management – irrelevant in an era where human connection and empathy have become the ultimate superpowers.
For decades, management has been based on a command-and-control model, where leaders were expected to possess technical expertise and wield authority over their teams. However, this approach has proven woefully inadequate in an era where knowledge is ubiquitous and AI can perform many functions previously reserved for humans.
The result is that most managers are now facing the harsh reality of being replaced by machines – not as problem-solvers, but as facilitators of human potential. The question remains: what skills will remain essential to a manager's role? Can they truly make a meaningful difference in an organization where AI has streamlined administrative tasks?
Gallup reports that only 10% of UK workers are engaged in their work, while global stress levels have steadily increased over the past two decades, with poor management contributing significantly. Traditional approaches to leadership – telling, directing, and correcting – not only fail to foster engagement but also inadvertently fuel burnout.
To address these issues, leaders need a fundamental shift in their approach to management. Rather than relying on rigid coaching models that offer limited time for interactions, they should adopt an integrated, behavioral approach that embeds development into the fabric of daily work. This involves facilitating better thinking in others and developing employees' innate potential.
At its core, this new approach can be distilled into a simple sequence: Stop, Think, Ask, and Result. By resisting the urge to immediately solve problems, managers can assess whether an issue is coachable. By adopting an inquiry-led approach, they can prompt reflection and ownership among their team members. And by focusing on clear next steps and follow-up, they can reinforce accountability while ensuring employees own the outcome.
The cumulative impact of this micro-practice may seem insignificant at first, but government-sponsored research has shown that it can lead to a 70% increase in coaching time spent in the flow of work. As AI assumes more complex tasks, leaders will need to focus on human connection, judgment, and meaning-making – the very qualities that distinguish great managers from mediocre ones.
Ultimately, the choice lies with those who want to evolve into developers of people rather than directors of tasks. A.I. will increasingly manage routine functions, but it is up to leaders to redefine their role in creating conditions where people can do their best thinking. Those who fail to adapt may find themselves relegated to a bygone era of authority-based management – irrelevant in an era where human connection and empathy have become the ultimate superpowers.
...think about it, they won't be the ones solving problems all day but more like, guiding people to figure out solutions on their own 
. It's a bit scary tho, I mean if we can't even get 10% of workers engaged in their work already 
...but at the same time, maybe this means we need to rethink what it means to be a leader? Like, focusing more on people skills and less on just giving orders 
. It's all about finding that balance between tech and humanity, you know? 
. AI is taking over the routine stuff, but what's going to be left for humans? The thing is, management has been about telling people what to do for ages, but that's not working anymore. We need leaders who can actually connect with their teams and help them think for themselves. It's all about creating space for growth and development, you know? 
. And it's not just the employees who suffer – managers are getting burned out too. We need to rethink our approach to leadership altogether.
. It's all about empowering people to take ownership of their work and develop their skills. I think this is the way forward. Leaders need to focus on human connection, empathy, and meaning-making – that's what sets them apart from just being task-directed managers. 
...can't just have machines do everything, there needs to be some heart to it... and btw, 10% engagement in uk work? that's wild
and management is still using that old command-and-control approach. I don't get it.
. By focusing on human connection and empathy, leaders can create conditions where people can do their best thinking. It's not about giving tasks to AI, but about creating an environment where people can thrive 
.
I mean, can we really trust humans to make tough decisions when machines are already crushing the competition? 
I've got 10% of my coworkers engaged in work and I'm not surprised. Poor management is a major turn-off, I swear! 
.
. It's all about creating space for humans to think critically and make their own decisions 
. Leaders gotta focus on building those human connection and empathy skills 
, 'cause that's what makes them truly great! 