The Changing Role of Managers in the Age of AI

The role of managers in our businesses may seem to be under threat, or at least some curtailment, in the evolving AI dominated conversations, but I think that their roles have never been more important — or more complex.

As organisations continue navigate the challenges of increasing digital transformation and evolving workforce expectations, managers stand at the centre of it all. And not without rewards, as in an effort to improve retention, Walmart have recently boosted managers’ potential earnings to $500,000 annually.

I've been listening to a fascinating conversation hosted by 麦肯锡 between Bryan Hancock and Emily Field , authors of ‘Why Managers Hold The Key to The Future of Work ’. The fact is that despite their critical importance, too many managers are being set up for failure.

It’s time to rethink how we support, enable, and empower our managers for success.

Managers Are the Backbone of Organisations

Managers matter. They aren’t just task supervisors, but linchpins of an organisation - translators of the corporate vision to their workforce, the connectors of teams, and the coaches who help support employees in their growth and development. Yet, for too long, organisations have neglected the well-being and professional development of their managers, expecting them to juggle numerous roles while dealing with increasing amounts of admin. Is it any wonder that burnout among managers is at an all-time high?

This overload isn’t just bad for managers—it’s bad for organisations. When managers are stretched too thin, their ability to lead, coach, and inspire their teams is compromised. And when they’re bogged down in bureaucracy, they lose the time and space needed to think strategically and drive meaningful change.

The Role of AI - Potential Solution or More Pressure?

Now we are embracing the development of Generative AI, a powerful tool that promises to revolutionise the way we work. While AI has the potential to relieve managers of mundane tasks, allowing them to focus on more value-added activities, we’re still in the early stages. AI’s true potential for freeing up managerial time is yet to be fully realised.

But AI isn’t just about automation. It also brings opportunities for enhancing soft skills like emotional intelligence and empathy. AI tools could help managers improve their coaching by providing feedback on communication styles or offering guidance on handling tough conversations. While these developments are promising, we cannot simply sit back and wait for AI to take the pressure off managers. We need to act now to make sure they have the support and resources they need today.?

Burnout and the Misguided Response

One of the most common mistakes leaders make is assuming that sending burned-out managers on a retreat or a leadership course will solve the problem. It won’t. Emily Field said “Before you send your managers to a leadership development program or a retreat, first create space.” If managers are constantly overwhelmed, they are not in the right frame of mind to absorb new learning. Instead, organisations need to focus on eliminating unnecessary administrative tasks, automating where possible, and ensuring that managers have the time to focus on their core responsibilities - coaching and leading their teams.

It’s also time to rethink managerial development. Leadership training should be seen as just one part of a larger system of support for managers. We need to be developing resilient leaders who can thrive in stressful environments, not just survive.

Organizational Efficiency and the Managerial Role

Some of the recent narrative around management and AI has been about reducing the number of middle managers, especially in cost-pressured environments. But cutting managerial roles without careful thought can lead to problems. Managers aren’t just there to supervise - they are the critical link between strategy and execution. Bryan Hancock highlighted the importance of rethinking the managerial role to focus on coaching and development, ensuring managers can do what they do best.

The conversation about around managers shouldn’t be about replacing them, but about investing in them to create a leaner, more effective managerial layer where they are empowered to lead, not just tick boxes.

Diversity in Management

A crucial part of empowering managers is ensuring that the path to management is fair and inclusive. Unfortunately, we still seem to be seeing significant biases, particularly when it comes to promoting women and minorities into managerial roles. One example offered during the conversation is that women are often promoted based on past performance, whilst males are often promoted based on potential. This needs to change.

Leaders must take a hard look at their promotion processes and ensure they are not reinforcing unconscious biases. Stripping away any biases shouldn’t just about fairness - it’s should be about building a diverse, dynamic leadership team that reflects the world we live in, and the organisation as a whole.

A New Vision for Leadership

The success of managers is ultimately the responsibility of leadership. As both authors emphasise during the conversation, it’s time for leaders to step up. This means creating more time for managers to focus on their most critical activities, whilst ensuring they have the tools and training they need. And it also means building a culture that values coaching, inclusiveness, and growth.

The final call to action is that if you want your business to thrive in the age of AI and beyond, you need to start by empowering your managers today. They hold the keys to the organisation’s - and their leaders’ - future.

If you want to hear more of the conversation you can follow it here

Burnout is Still High on the HR Agenda

I recently delivered a webinar on creating better and more meaningful workplace experiences. It was effectively a precursor to my session at HR Tech next month.

I was pleased to get a very positive response with a number of questions asked at the end of the webinar, and a fair number of attendees followed up by contacting me.

The two slides they were most interested in were the ones about burnout and mental wellbeing in the workplace. Both of these are very much on the HR agenda and, as yet, there seems a lack of insightful information available to HR practitioners.

I make no excuse then for re-sharing my podcast chat with The Burnout Beater - Colin Minto that I recorded a few months ago! If you are looking for some insight and guidance on addressing burnout, both for the individual and within the organisation, then this conversation is a good place to start.