As businesses contend with rapid transformation introduced by artificial intelligence, learning how to lead and empower your workforce through the uncharted terrain of technological disruption is critical, says Patrick Gallen

The world around us is changing at a pace that appears to be exponential at the very least.

The inception of advanced artificial intelligence (AI) learning systems such as Open AI’s ChatGPT has allowed the technology to take centre stage on the world podium, not entirely for the right reasons.

While presenting itself with a wealth of benefits, such as instant data and content generation, many fear that the uncharted growth of AI may pose risks to our way of living.

Irrespective of views, however, one thing remains clear: the age of AI has begun, and it has already made its mark on the corporate workforce. ­

The advent of such technologies has already begun to disrupt businesses across all areas, from day-to-day internal operations to automating tasks that once took hours of calculation. As companies start to tread through these exciting times, their employees must be guided effectively through the change process.

Support holistic learning

In a recent podcast, Michelle Weise, author of Long Life Learning: Preparing for jobs that don’t even exist yet, outlined the main topics that prepare companies and their employees for industry changes that are or are yet to come to the fore.

First, it is argued that firms should create a learning ecosystem that supports employees as holistic learners with a diverse education history, allowing them to better adapt to prospective change. Leaders must act as role models for their employees, allowing them to raise alternative viewpoints or spark debate before concluding a decision.

Sharing views across all levels and offering constructive feedback can bridge knowledge gaps and strengthen employee rapport.

Leaders should also use these opportunities with their employees to seek upward feedback, allowing them to identify how they can assist their workforce more effectively.

Don’t fear AI

Weise also outlines that firms should teach their employees to be “dangerous” enough to exploit emerging technologies to avoid falling behind.

Take Nokia and Blackberry, two hallmark examples of companies that failed to adapt to change in time.

With the emergence of advanced AI learning systems, companies and employees should challenge the technology, not fear it. Educating employees about the purpose of AI and its benefits will be vital to ensure a common ground between leader and employee.

Workshops, seminars and upskilling will be critical to the change process.

Understand your employees’ skillsets

In addition, Weise discusses the importance of understanding your employees’ skills at a granular level.

The abrupt introduction of ChatGPT has shifted the corporate mindset from “what we already know” to “what we need to know”.

By gaining a deeper understanding of your employees’ competencies, firms can identify those more competent in tech and AI, allowing them to assist individuals who may struggle with the change process more than others.

Firms should encourage their knowledgeable employees to take on a trainer’s role, allowing them to share their skillsets and competencies with other employees.

Facilitating and promoting internal training with employees can create a continuous learning and development culture, further catalysing the change process.   

With the rapid development of AI in the last several months, the corporate workforce has been turned on its head. The very way in which we work was transformed overnight, prompting urgent change at a global scale.

Leading your workforce in a way that promotes understanding, cohesion and growth will help firms adapt to the uncertain world of AI and what lies ahead.

Patrick Gallen is Partner of People and Change at Grant Thornton