Managers, it’s up to you to drive the AI, not the other way around!

It is by giving talents the skills necessary to use AI that they will be able to flourish, and thus overcome the turbulence encountered on the path to collective success.

By 2026, 49% of organizations will have adopted artificial intelligence (AI). This is 28 points more than in 2021. AI will shake up our professional environment, and will gradually permeate all aspects of our lives.

The leader, ultimate pilot of the projects he supervises, must consider AI as a tool at the service of the performance of his teams. It allows the manager to optimize his decision-making and to focus on the tasks where he has the greatest added value: helping his talents through the turbulence they encounter.

The importance of AI in an interconnected world

The world as we know it was built on the intensity of our exchanges and on the interdependencies that these create. In this context, the leader at the helm of his project navigates by sight, only being able to trust the weak signals that he tries to perceive in the ambient noise.

This is without counting on the panoply of technological tools it now has. AI is able to grasp the most insignificant information and make intelligible its consequences on the project. The French Observatory for Biodiversity, for example, collects information to determine the water points most likely to be polluted. The AI ​​system of the start-up Lili.ai, by analyzing masses of working documents, makes it possible to evaluate the performance of megaprojects. Thanks to AI, the leader can therefore quickly assess the options available to him and correct course if necessary.

However, according to the media treatment reserved for AI management, this machinery leads leaders straight to crash. In question, the fragmented understanding of the range of skills that leaders deploy daily with their teams.

The importance of the leader in a human organization

When technology goes off the rails, the pilot must be ready to take control before it’s too late. The same goes for the leader, who must be able to identify the inconsistencies transmitted by his tools before he makes the wrong decision.

By automating passenger check-in, some airports have equipped themselves with kiosks for scanning tickets and passports. The AI ​​that powers these terminals has been trained to recognize and compare faces on huge databases… biased ! Indeed, some databases that were used to train these AIs do not contain enough dark face images. This type of failure is usually corrected once detected, but what if these AIs were used in human resources? Candidates of color would be excluded from the competition; women are only recruited for support posts on the pretext that they are over-represented there; older employees would be dismissed, because the AI ​​would consider that they can no longer meet the performance standards… Both steeped in our stereotypes and disconnected from any empathy, the AI ​​takes project pilots on board towards a dehumanized society.

So how do you reconcile the effectiveness of AI with the interpersonal skills and responsibility shown by the leader?

AI and leaders, a duo at the service of team performance!

Human interactions and responsibility for decision-making must therefore remain in the hands of the leader: the leader must demonstrate listening skills, empathy and, above all, leadership. Skills that the AI ​​has still failed to replicate.

He must first train his employees in the use of these new tools, so that they do not become an additional obstacle to obtaining results, but on the contrary a catalyst. This allows the teams to gain in efficiency, and thus to enhance their work: “Artificial intelligence makes the teams happy because these technologies make them more efficient and give them more self-confidence”, Explain François Candelon, director of the BCG Henderson Institute. The same goes for the pilot when he knows exactly when he can rely on technology and, in the event of a problem, when to awaken his professional instincts.

It is on this instinct that the leader must capitalize: thus freed from time-consuming tasks, the manager is able to concentrate on his missions as a leader. Defining strategies, adapting to obstacles and supporting teams, so many missions that only a real pilot can take on in the air, and that only a real leader can take on in our organizations.

We wish to say thanks to the author of this article for this incredible material

Managers, it’s up to you to drive the AI, not the other way around!


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