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Scrutinize AI decision-making
When it comes to the adoption of AI, given the speed of the technology changing and the impact that it’s likely to have on workforces, the role of the leader being really central in that process is absolutely essential. The biggest way that these systems can go wrong is through engaging in biased or unethical conduct that can do severe damage to a company’s reputation, customer base. And so I tell the leaders I work with, you need to think of yourself as being the chief ethics officer when it comes to AI. You need to be establishing crystal clear standards around ethical conduct. You need to be ensuring that the appropriate testing of the system happens so that biased decisions are not taking place. And you need to ensure that there’s a continuous monitoring to rapidly track whether any kind of aberration in terms of bias or decision-making ethics is showing up.
A second really critical thing that leaders need to be thinking about, and it’s related to a degree to the ethics issue, but also quite distinct, which is remaining crystal clear on when and how humans need to remain in the loop concerning AI decision-making. Research is increasingly showing that AI on its own can outperform, but I don’t think we’re ready, and I don’t think the world is ready to fly transatlantic in an airplane that doesn’t have a pilot sitting in the front seat in case something happens and goes wrong. Even if it’s only just to reassure me, even if it’s only to kind of ensure the organization doesn’t suffer the kind of reputational damage that would happen if an AI system killed someone. So remaining vigilant and remaining clear about where does human decision-making still need to be part of what you’re doing and really focusing the necessary attention on that now and as these systems continue to evolve.
Empathize with your people
It’s always important that leaders understand what their people are going through and have some empathy and understanding of the pressures they’re facing. But this is so absolutely critical with AI, given the magnitude of the impacts and the speed at which they’re happening. Leaders need to tune into what’s happening on the front lines as people are beginning to get disturbed to some degree, concerned about being replaced, concerned about not being competent, and that then really gets to some other key issues. I think of them as commitments that leaders need to make if they’re really going to be successful in implementing AI well in their orgs. The first of those commitments is really a commitment to upskilling and reskilling people on a continuous basis. The rate of change is high. The extent to which the systems will do things and human skill sets required to work with them are going to change, there needs to be an investment made on an ongoing basis in educating and developing people.
For better or worse, I believe that many people are going to lose their jobs as a result of the implementation of artificial intelligence. We’ve seen some of that begin to happen. I personally believe that it’s going to continue and accelerate. Given that, the role of leadership is to be compassionate in how you separate people from your organization, how you support them in the process of leaving and going on to do other things. And that’s important for those people, but it’s also really critical for the people who remain. Because if you don’t do it, you’re going to damage your culture. You’re going to demoralize the people who remain because they’re going to be wondering, “Well, is that me next?” Beyond the values case for doing this, which I believe very deeply in, there’s very much a pragmatic reason to treat the people that are going to be leaving the organization well in the name of preserving and sustaining engagement and the culture of your organization.