I discovered Chat GPT (an artificial-intelligence tool) less than a year ago. As a business owner, at first, I was resistant to change. I recoiled at the thought of talking to a robot about complex, human-centered topics like diversity and allyship. Now, I see it as a productivity tool to help me write, find data and synthesize my thoughts.
It is clear that artificial intelligence (AI) will have a significant impact on the labor market. In the next few years, Morgan Stanley estimates that AI technology will have a $4.1 trillion economic effect, impacting 44% of all labor globally due to “changing input costs, automating tasks and shifting the ways companies obtain, process and analyze information.”
Understandably, this can spur fear as employees worry their jobs will completely change or be replaced by AI altogether. Neither of these extremes are likely 100% true for the majority of folks, yet clearly, we should acknowledge the fears. It is true that frontline workers and low-skilled jobs are more likely to be impacted as many of the tasks can be automated, while highly skilled jobs are more likely to benefit from the productivity boost.
This has an impact on diversity because frontline and low-wage jobs are dominated by people from historically marginalized groups (people of color, women and those with disabilities). Instead of inciting fear around AI, consider this a pivot point where we refocus on human skills alongside the technical skills to survive in the AI era.
AI is at a Pivot Point
It is clear that AI will change the way we work. Yet, change often operates along a pendulum. If we look at AI as a pendulum with technical skills on one side and human skills on the other, there is an opportunity to balance these skills to manage change successfully.
When we lean too far to one side, overly focusing on technical skills, we miss the complementary human skills (sometimes called “soft skills,” much to my chagrin). Human skills are more critical in an AI environment as robots and algorithms rely on human inputs and do not have the ability to process emotions. If we pivot too far towards technical skills, we miss out on the benefits of human skills in the workplace.
The 5 Human Skills Necessary for AI to Thrive
Think about your favorite leaders. What attributes do they have in common? Having facilitated this exercise hundreds of times with leaders, there are some distinct qualities that come to mind: strong listening skills, ability to empower, caring and kindness. These are qualities that AI cannot replicate.
In my research on allyship and inclusive leadership, I have found these five human skills necessary to create an environment where AI can truly thrive:
Growth mindset: Carol Dweck coined this term decades ago, and the concept could not be more relevant today. Instead of the fixed mindset of “AI will replace my job” or “I can’t keep up and learn these new changing technologies and expectations,” consider the growth mindset, which tells us that we are all capable of learning new things. According to Leonard Freeman, the growth mindset is characterized by a thirst for knowledge, openness to feedback, embracing failure, being flexible and adaptable and having problem-solving skills.
Managing change and uncertainty: Humans are hardwired to resist change. In our primal years, change could have meant dying. Today, changes like AI are less likely to affect our survival, but our brain still resists changes the same way. Be aware of your own tolerance to change and your team’s reception to change. People operate on different continuums of their willingness and speed to adapt to change. Meet people where they are rather than forcing change upon them.
Emotional agility: I would be remiss in not referencing Susan David’s work on emotional agility. Emotional agility is about recognizing your emotions and what they are trying to tell you. Our emotions are clues to what might be going well or poorly. Be curious about exploring others’ emotions and find common ground versus dismissing them or washing negative emotions away with toxic positivity.
Empathy: Empathy isn’t about walking in someone else’s shoes; it’s about taking on their perspective. If you haven’t had the lived experience of someone else, it’s very difficult to understand what it’s like to be them, but you can try to understand. Empathetic leaders will be critical in the future because we can’t design technology to empathize or feel emotions (yet).
Vulnerability: People are attracted to vulnerable leaders—those who admit their mistakes, own their failures and are self-aware about their weaknesses. In an age of AI where answers to complex questions are just a click away, embracing vulnerability will be key to embracing the human element of work.
Where would you place your organization or team on the pendulum between technical skills and human skills? There are trade-offs in overly focusing on one skill set versus the other; however, together the skills are complementary and increase the chances of surviving in what is forecasted to be a highly volatile uncertain future.
It is clear that these skills are unlikely to be replaced by AI. To establish a competitive advantage in a tight labor market, it’s smart to balance these skills in the workplace. This balance boosts retention, productivity and the quality of work performance.
The only certainty in the near term is more uncertainty. Leaders are being tasked with managing a record level of change from politics to social issues due to the rapid pace of technological change. Those who embrace the human skills along with the technical skills will thrive.
Eugen Boglaru is an AI aficionado covering the fascinating and rapidly advancing field of Artificial Intelligence. From machine learning breakthroughs to ethical considerations, Eugen provides readers with a deep dive into the world of AI, demystifying complex concepts and exploring the transformative impact of intelligent technologies.
