Episode #523: Doubling Down On Being A Human Leader In The Time Of ChatGPT

 
As I learn more about artificial intelligence and how it affects workplace dynamics, it becomes clear that although AI can expedite activities and simplify repetitive work, it is unable to address the vital human component of leadership. Speaking with an HR specialist from a sizable global company reveals a recurring issue: a high rate of attrition among recent hires. Budgetary restrictions forced the original proposal to offer training for retention to be shelved, leaving the problem unsolved.

Seeing a larger issue, I suggest supervisors—especially department heads—get remedial training so they can break old patterns and ways of thinking. Changes in the employment market, including a decrease in the number of young people employed, necessitate a mental adjustment. A lot of supervisors tend to overlook leadership roles like team development and direction-setting because they are preoccupied with managerial tasks. Their inability to coach and give crucial feedback is further hampered by time constraints, which makes young recruits unhappy and more likely to leave.In the Japanese corporate setting, delegation—which is sometimes misinterpreted—emerges as a potent teaching instrument as opposed to a simple means of allocating workloads. Providing younger employees with an opportunity to sample parts of a manager's function is essential for career advancement, as industry associations emphasise that promotion should be based on ability rather than tenure.

It becomes clear that leaders must make the time necessary to get to know and interact with their staff. Today's leaders need to prioritise good communication and pursue continuing leadership development to acquire critical skill sets that they may have overlooked along their self-directed path, as employee engagement depends on feeling taken care of by their superiors.