Leaders should continue networking, investing in courses, and researching to stay on top of trends and new developments in their areas of expertise. Reverse mentoring by trusting that younger team members may know more than them is key. All these practices are fundamental to building relationships within the organization as well as with external AI contacts and colleagues.
A willingness to share.
Dynamic leaders understand the value of teamwork, knowing that as some team member skills decrease, others increase. This happens in the AI world. Technical skills once considered critical may disappear but the need for emotional Intelligence skills will be the leader’s and the team’s strength. AI lacks empathy and compassion but human skills involve leaders caring for their teams and their colleagues.
Chatbots will need to be accepted as new members of the team and can be used to orient and train new team members and assist them with some of their processes and activities. This will provide more time for human members of the team to address more complex issues with critical thinking, creativity, and innovation.
Leaders must share their passion about AI, demonstrating commitment to the new processes and practices, communicating effectively with all stakeholders so everyone is moving forward, together. By being a courageous change agent, they trust and lean on others and continue to support team members as well as colleagues in other disciplines. These leaders expand their team to include a broader range of skills and participants, reducing any silos that currently exist in the organization.
A desire to create and innovate.
To foster an innovative environment, leaders need to be flexible, adaptable, and agile. Adaptable leaders are not afraid to commit to a new course of action when the situation warrants, and their adaptability allows them to confront challenges. This is what is needed when strategies include AI applications. Leaders need to stay engaged, not just with their teams but with other members of the organization, customers, and the communities in which they live and work.
As leaders build their innovation skills and expertise, they ensure their team is building theirs as well.
Agile organizations need adaptable leaders. When leaders stay informed about changes to the competitive landscape and the community, trends in the value chain, and trends in customer or client bases, they train their teams on how to be agile as well.
The confidence to challenge current assumptions.
To be successful in the AI world, leaders should continually question/change their mental models, challenging assumptions about the business, customers, and the future. By focusing on purpose and strengths, they accelerate performance. They need to focus on those actions and processes that unleash the team’s creative potential and thus the power of AI. This will aid in decision-making and problem-solving abilities for challenging situations driven by customer needs and wants.
An ability to identify and overcome barriers.
This is about keeping everyone engaged.What’s getting in their way? Keeping the team’s talents and strengths connected with the company’s vision and purpose is key. Engaging them in collective decision-making, exploring creativity tools such as brainstorming, or implementing pilot groups, project teams, and member rotation will provide teams with opportunities to contribute in other ways. Using chatbots and virtual feedback platforms reduces the amount of time humans expend on repetitive and non-value-added tasks.