Undoubtedly AI has changed the nature of work and with it – more significantly – the role of the manager.
Traditionally, managers reviewed work. Now, they are increasingly required to coach how that work is produced.
Make no mistake, the shift is already happening within every organisation, large or small as staff use AI to draft emails, structure reports and summarise information.
In the face of uncertainty, they seek guidance from their managers on what needs checking, what “good” looks like, and most importantly, how much they can – or rather they should – rely on it.
Most managers lack clear frameworks themselves to assess AI-assisted work, identify risks and guide appropriate use.
Understandably its creates inconsistency with some managers scrutinising everything while others assuming all is fine. At the end of the day, neither approach is sustainable.
The strongest managers are not focusing on the validity of the AI tools but rather exercising better judgement by:
– asking better questions
– setting clearer expectations
– defining what needs review and what doesn’t
The approach matters because AI capability is no longer just a technical skill, it has become a management capability with those failing to support managers witnessing inconsistent standards, reduced confidence and increased risk.
Visit gapswriting.com for insights on how we can help managers coach AI-enabled communication effectively.