How can AI technology help us prioritize human connection in the digital age?

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Currently, leaders report that almost half of their time on individual-contributor and administrative tasks and only about a quarter of their time on people-related activities. In a gen-AI-enabled world, they could significantly reduce the number of hours spent on non-people-related activities and reallocate that time toward supporting direct reports and engaging in broader strategy concerns.

As teams start using gen AI to help free up their capacity, middle management is shifting into managing both people and the use of this technology to enhance their output. In other words, gen AI will become another member of the team to be managed. And just like a direct report who needs some intensive coaching to get up to speed, gen AI may need more guidance and involvement from managers—at least initially and perhaps for much longer.

Lastly, a core part of the manager’s role will be to ensure the humanization of work. As the nature of tasks and time spent change, and the focus shifts from process-oriented to results-oriented, managers will be a decisive factor in whether an organization allows gen AI to elevate people’s work. Keeping a finger on the pulse of their teams raises the likelihood that managers will do their part to create jobs that are less abstract and disconnected and more fulfilling and collaborative. To prepare people, managers can encourage employees to recognize the centrality of their insights and creative contributions for the broader organization as gen AI use evolves.