How Do Managers Learn Management in the Future?

Management is an art for some, a craft for others. Being a great leader or manager isn't something you can simply learn from textbooks; it's a role you grow into through the act of doing, through leading teams, and steering companies. Experience is the irreplaceable teacher in this journey.

Reflecting on my own journey, I realize how the most defining moments were those not covered in academic syllabi. There were no classroom discussions on handling the emotional weight of talking to employees who've lost loved ones on the job, no lectures on the delicate matter of letting someone go, and certainly no exam questions on navigating the supply chain implications of geopolitical events like Huthi Rebel attacks. These real-world challenges are the forge in which great leadership is tempered.

However, the absence of a direct path to experience doesn't mean you're left unprepared for the managerial world. The landscape is rich with external resources. Traditionally, external insights for management styles and strategies have been gleaned from books, TED Talks, YouTube lectures, and conferences. However, the future of learning in management will be shaken to its ground by a revolutionary shift.?

Picture this: You're facing a tough problem at work, the kind that leaves you racking your brain for solutions. How invaluable would it be if you could seek guidance from a business icon you admire? Imagine being able to ask Simon Sinek, for instance, about the best approach to deal with a specific individual or a particular issue and even brainstorm with him about the answers.

Well, guess what? By the end of this week, this won't just be a scenario to daydream about – it will be a real possibility.

According to The Verge , "GPT Stores, where users can sell and share customized AI agents based on OpenAI’s large language models, will officially launch this week, OpenAI said in an email to people signed on as GPT Builders.?

OpenAI first announced at its November developers conference that it would let other people build AI agents, called GPTs, using its GPT-4 large language model. It’s only available to ChatGPT Plus and enterprise subscribers and lets people create customized versions of ChatGPT-style chatbots, ranging from one explaining Gen Z memes to one that guides people through negotiations."

Conversations with the Wisdom of the Past

Imagine being able to seek personal advice from the greatest management minds like Adam Grant, Simon Sinek, Dr. Marshall Goldsmith, Brené Brown, Peter Drucker, Jim Collins or so many others, even posthumously. This is no longer a fantasy. With custom GPTs like the distilled essence of their wisdom is now at your fingertips, ready to be consulted and conversed with. There will be tons of GPTs built using the freely available knowledge from so many great minds who live or lived on our planet.?

This AI-driven mentorship model will change how new managers acquire and apply knowledge.

I tried it myself and built such a Custom GPT and loaded it with the freely available knowledge of my management idols mentioned above. I named it "Philosophy of Work"

How would that look like?

Let's explore how 'Philosophy of Work' can assist a new manager in navigating challenging situations with real-time, AI-driven advice.

1. Scenario: Fostering Team Collaboration in a Remote Setting

Manager's Query:

"I'm managing a remote team where communication seems to be breaking down. We have team members across different time zones, which complicates meeting schedules. There's also a noticeable divide between older team members who prefer email and younger ones who lean towards instant messaging platforms. I need to improve collaboration and ensure everyone feels equally involved and heard. How would you advise me to handle this?"

'Philosophy of Work' Response:

Your situation calls for a nuanced approach, integrating the principles of Brené Brown, Peter Drucker, and Jim Collins. Firstly, embrace Brené Brown's ethos of vulnerability and empathy. Address the communication challenges openly in your next team meeting, acknowledging the diversity in preferences and time zones as a strength rather than a hurdle. Create a safe space where everyone, regardless of their preferred communication method, can express their concerns and suggestions.

Peter Drucker's emphasis on effective communication in management comes into play here. You should establish a clear communication strategy that balances synchronous and asynchronous methods. For instance, rotate meeting times to accommodate different time zones fairly, ensuring no particular group is always inconvenienced. Supplement these meetings with a robust asynchronous communication plan, using a platform where emails, instant messages, and other updates are consolidated, ensuring accessibility for all team members.

Jim Collins' concept of disciplined action is crucial in implementing these strategies. Set specific, actionable goals for improving communication – for example, a bi-weekly rotation of meeting times and a monthly review of communication effectiveness. Encourage team members to hold each other accountable, fostering a culture of disciplined communication.

Finally, consider using collaborative tools that unify different communication styles, like a project management tool that integrates email and instant messaging, making it easier for everyone to stay on the same page.

Follow-Up Question:

"What if some team members resist the new communication methods or the rotation of meeting times?"

Follow-Up Answer:

Address resistance with a combination of empathy and firmness. Reiterate the importance of these changes in fostering a more inclusive and productive work environment. Encourage open feedback but be clear about the expectations and the reasons behind these changes. If certain individuals continue to resist, consider one-on-one meetings to understand their concerns better and find a middle ground without compromising the team's overall efficiency and morale. Remember, as a leader, your role is to guide and sometimes push your team towards practices that benefit the collective, even if they require some initial adjustment.

1. Scenario: Dealing with Underperformance

Manager's Query:

"I'm facing a challenging situation with a team member, Alex, who has been consistently underperforming. Alex used to be one of our star performers, but over the past few months, their productivity and quality of work have significantly declined. I've noticed that Alex seems disengaged and less communicative in team meetings. I need to address this issue without demoralizing Alex further. How would you suggest I approach this situation?"

'Philosophy of Work' Response:

"This challenging scenario calls for a nuanced approach, integrating insights from Simon Sinek, Steffen Reckert, and Adam Grant.

1. Discovering the 'Why' (Simon Sinek's Principles): Start by having an empathetic, one-on-one conversation with Alex to understand their 'why'. Simon Sinek emphasizes the importance of understanding the underlying motivations and values that drive individuals. Encourage Alex to open up about any personal or professional challenges they may be facing and what they feel passionate about in their work. This can help rekindle their intrinsic motivation.

2. Agile Adaptation (Steffen Reckert's Approach): Drawing from Steffen Reckert’s principles, adopt an agile approach to managing Alex’s situation. This might involve redefining Alex’s role to better align with their strengths and interests or adjusting their workload to manage stress better. The key is to be flexible and responsive to the needs of Alex, showing a willingness to make changes that could reignite their performance. Document performance impacts and validate with data if the change helped.

3. Fostering Originality (Adam Grant’s Perspective): Utilize Adam Grant’s insights on nurturing originality and creativity. Encourage Alex to come up with innovative solutions to their current challenges, or propose new projects they feel passionate about. This could help boost their engagement and provide a new perspective on their role. Grant's approach underlines the importance of non-conformity and creative problem-solving in revitalizing one's work life."

Follow-Up Question:

"What should I do if Alex continues to underperform, even after these interventions?"

Follow-Up Answer:

If Alex’s performance does not improve despite your efforts, it’s important to have a candid conversation about the future. Discuss the possibility of finding a role that better suits their current state or exploring professional development opportunities that could reignite their interest and skills. However, also be clear that continued underperformance cannot be sustained indefinitely. It’s crucial to balance empathy with the need for accountability and the overall well-being of the team, as advocated by these thought leaders.

Whats Next?

Of course you could now start and ask further follow up questions to dive deeper into the topic and brainstorm with the GPT.

Exploring further into the topic of AI-driven decision-making in management, the intersection of artificial intelligence capability (AIC), management, and decision-making presents a groundbreaking avenue for enhancing firm performance. A study highlighted in Frontiers underscores this potential, revealing how AIC indirectly influences firm performance through creativity, AI in management (AIM), and AI-driven decision making (AIDDM). This relationship is moderated by factors such as innovation culture and environmental dynamism.

In the context of our custom GPT tool, the implications are profound. Managers can delve deeper into complex topics and brainstorm solutions by interacting with AI. For instance, they might explore how to balance technological innovation with human-centric leadership, drawing on AI's data processing capabilities while maintaining a focus on creativity and empathy. Such AI tools could potentially help managers navigate through complex decision-making processes by providing insights based on a vast repository of management knowledge and principles. This aligns with the evolving role of AI in enhancing decision-making quality, as seen in various business domains.

Respecting Creator Rights in the Age of AI

As we embrace the revolutionary capabilities of AI in management learning, a crucial ethical question arises: What about the creator rights of the management thinkers whose wisdom is being distilled into these AI tools?

If we were to speculate on what Simon Sinek, a proponent of inspirational leadership, might say about his ideas being integrated into a GPT, we could imagine a range of reactions. On one hand, Sinek, known for his encouragement of sharing and spreading ideas to inspire action, might appreciate the broader dissemination of his concepts, recognizing the potential for greater impact and reach.

On the other hand, there's the matter of consent and compensation. Would Sinek, or any thought leader for that matter, be comfortable with their intellectual property being used in this way? This is not just about personal credit but also about the financial implications. In a world where knowledge is power and has monetary value, should there be a system in place, akin to royalties in the music industry, to compensate creators every time their knowledge is utilized?

This raises broader questions in the realm of AI and creator rights:

1. Consent and Acknowledgement: How do we ensure that the creators of the content fed into AI systems are properly acknowledged and have consented to this use?
2. Financial Compensation: Should there be a mechanism for compensating creators, similar to how royalties work in the music and publishing industries?
3. Ethical Use and Distribution: How do we balance the free distribution of knowledge with the rights of the individuals who originally created that knowledge?
4. Legal Frameworks: What legal frameworks need to be developed to protect the intellectual property rights of creators in the age of AI?

In conclusion, while AI tools like 'Philosophy of Work' offer exciting possibilities for management learning, they also bring to the forefront the need for careful consideration of creator rights. This is not just a technical challenge but a moral and legal one, requiring thoughtful dialogue and policy-making to ensure fair and ethical use of intellectual property in the AI era.

It will be very interesting where this will go and maybe I will be forced to delte my management helper tool soon, but nevertheless, this represents a paradigm shift in management learning.

Our GPT is a tool that blends the wisdom of the past with the technology of the future, offering personalized, context-specific advice. This AI-powered mentor is more than just a repository of knowledge; it's a dynamic, interactive guide that evolves with you. As we step into the future of management. My GPT 'Philosophy of Work' stands as one testament to the endless possibilities of AI in enhancing leadership skills and organizational success. This is just a glimpse into what is currently coming along our way.?