The Future of Management: Part 2

To continue our series, we will progress down the path of discussing how AI will influence and change management in the future. 

The second assertion pertaining to the use of AI for management, is that remote work may start to continue to grow again. I recall in 2018 when organizations were struggling with the cultural shift of hiring remote workers. Leaders wanted to see their employees in the office. Many continued to resist the WFH (work from home) reality, while others embraced the beneficial shift of sourcing talent from across the nation. Only two years later, a global pandemic struck, leaving many organizations scrambling with how to quickly adjust to a WFH life. 

We also saw a shift following the pandemic of a hybrid reality, where organizations took their learnings from the pandemic to optimize working from home. This hybrid approach continued to allow for seeking talent farther away from offices than before, but also aimed to keep physical offices intact.

AI is now making a prediction – I speak of AI as if it’s a person (yikes). It posits that remote and hybrid work will continue to grow. Interestingly enough, that’s counter to what we’ve seen in the job market and, more personally, what I’ve seen with clients. While I do not see the writing on the wall that remote work will grow, it’s possible that the use of AI will enable better training for employees virtually. 

AI may be able to make suggestions on how to best manage individuals remotely, but I will be surprised to see a drastic shift (back) to WFH due to AI alone. Stay tuned for part three of The Future of Management in the coming weeks.

The Future of Management: A Seven Part Series

The Future of Management: Part 1

Management as we know it is already changing. My area of expertise, and the educational programs I pursued, may become obsolete one day. As someone who is intrigued by the changing tides, let’s address how management will continue to evolve to adequately prepare. Over the next seven posts, I will be diving into just how I suspect management will change. This may be illuminating (or, perhaps, intimidating!) but also informative.

Photo by Steve Johnson on Unsplash

It seems highly probable that as we continue to leverage AI, we will do so for people management. AI can be used to make more informed decisions, give an amalgamation of market trends (perhaps influencing hiring), and can personalize employee development, at a rapid clip, might I add. This data-driven management may turn into the norm. Will it provide precise performance tracking? Or perhaps perfect resource allocation? Could it turn corporations into robotic cultures?

Let’s consider how we can already start to use AI for people management. AI can process a great deal of information quickly, as we know. And we also know that people are unique beings who have different learning preferences, as well as varying strengths and weaknesses. We can use AI to help us tailor training programs as well as career pathing – and even motivation strategies for the employee. It’s funny writing this as these are things I actively work with managers on to support their team members. AI has created a DIY approach to management when it comes to those very individualized considerations. 

One issue that is recurring for managers across the board is how time-exhaustive their meeting schedules are, among other things. Although I have not attempted this yet, I presume AI can support the process with onboarding curricula. Perhaps learning and development teams will become more efficient when leveraging AI to create scalable programs for corporations.  

As we also know, management is not all “people,” it is also process. A part of process can include compliance and monitoring. Have you considered using AI to support you with regulatory compliance, or the detection of fraud, or reducing risk? If we can make our places of work safer and more compliant with less margin of error, that bodes well for all. 

Another consideration we may want to ponder is the ethical challenges. Will information stay confidential? Should people learn soft skills rather than being told how to behave by a computer? Is the environmental effect of leveraging this technology worth it? 

Stay tuned for part two coming soon. 

Are You a New Manager? Common Traps to Avoid

Understanding what new managers typically get wrong is vital to avoiding common mistakes and helping new managers grow into managerial roles effectively. 

Photo by Mr Xerty on Unsplash

Let’s consider this first mistake: avoiding tough conversations. Many new managers shy away from offering feedback for fear of being disliked. Establishing trust and rapport takes time; it will not happen overnight. This said, part of the process of giving good feedback is by learning how to give it: Be clear, timely, and respectful. Feedback should be about growth (understanding personal and professional goals of team members is a great starting point). 

Another common mistake is thinking that management is about control when it is not. Above, you learned the essentiality of having candid conversations. Those feedback-driven conversations will be better received when a foundation of trust is established. Part of ensuring the relationship is functional is by not needing to prove a new manager is in charge. New managers may fall into the trap of trying to control all tasks and decisions. When you understand that good management is more about influence, support/coaching, and removing obstacles so that team members can thrive, the focus becomes less about the self and more about the whole. 

And a third common mistake is focusing solely on the task (failing at EQ). When we focus only on execution and deadlines, we miss how people feel. And how people feel can greatly influence the quality of work. The culture of your workgroup will flow from you as the manager, and thus you must create a psychologically safe environment, while also leading intentionally (modeling empathy, for example).

Why Empathy Is Not a Dirty Word

Photo by Nathan Dumlao on Unsplash

I’ve seen headlines of late: “How Empathy Became a Threat,” “The Bizarre Right-Wing War on…Empathy?,” and more. The notion that empathy can be seen as a weakness, and that empathy may just lead you to be manipulated, is… interesting. I suppose even the Golden Rule has been challenged (see Tony Alessandra’s the Platinum Rule). But let’s do a full-on non-political stop. Empathy is not a weakness. Empathy - get ready for it - is a full-blown superpower. It’s inquisitive, not accusatory. It’s thoughtful, not belligerent. And it can be used for diffusing conflict. 

Empathetic leaders know it’s not all about them. And they certainly know they aren’t always right. 

Let’s take a recent example from a client. Manager A and Manager B hit heads. Manager A is a conflict seeker while Manager B is conflict-averse. Manager B (a superior) was having a hard time with Manager A not meeting expectations. As a result of conveying these concerns, Manager A took it as a personal attack and unleashed on Manager B (full-blown temper tantrum). Manager B paused, reflected, and extended an olive branch after this showing, seeking to understand. Manager A declined acceptance and continued down the path of rage. 

This situation could have unfolded in many different ways, but it’s not shocking that Manager A and Manager B had a conflict; they are ends of magnets that repel one another (which, funny enough, are called “like poles”). If we review this situation, even without the details, what do we know? We know that one person has seniority (Manager B), and that was not a deterrent to Manager A. We know that one person sought resolution (Manager B), and that it was declined by Manager A. We know that one person was missing the mark at their job, and thus, it got addressed.

Could you imagine if Manager B had zero empathy? This would have been a colossal conflict. And, could you imagine if Manager A had any? Manager A would have wanted to learn how to improve, understand what they missed, and most importantly, would have appreciated Manager B’s attempt to reconcile.

I see conflict day in and day out. And, most often, people take offense when none is meant. Tone, body language, and even eye contact can, of course, influence how relatable someone is, or how open they are intending to be, but it’s often the receiver who needs to work on their judgment. The beauty of empathy is that it takes strength to understand another person. What happened that morning to them? What’s going on with their family? What stress do you not know about? Being the person who does not always need to leverage anger, a very rudimentary human response (again, reference the image of the toddler melting down in this post), takes strength. It takes wisdom. It takes temperance. Manager B sought to understand Manager A even after an unhelpful and aggressive response. Isn’t that what you hope for in a manager? (And yes, in also a world leader.)

Whether you are a manager or not, practicing empathy will help you relate better to others, and it can be used as a tool for influence.