According to Gallup, employees with managers who support AI use are nearly nine times more likely to feel it helps them do their best work. Yet only 30% of employees say their managers support AI use. The disconnect suggests the issue extends beyond employee training and into the challenges managers face in leading modern teams.
What managers are up against
As AI becomes part of daily work, managers’ roles evolve in ways they may not have initially anticipated. Here are some of the challenges managers have to navigate today:
Evaluating AI-assisted work
When companies first adopt AI, I’ve noticed that managers initially assume they can evaluate work the same way they always have, but AI changes the situation. AI-generated work can look polished and accurate, even when it’s wrong. Managers have to check for output verification and the reasoning behind employees’ work.
Navigating AI policies
Another challenge is that most AI policies are currently broadly written. Phrases like “use AI responsibly” sound clear in theory, but they rarely explain what that looks like in daily practice. Managers have to interpret these rules in real time, which makes it imperative that managers are looped in as part of the policy-making process. They understand how work flows on their teams and can help shape guidelines that reflect real workplace scenarios.
Clarifying priorities
AI gives teams time back in their day, but it doesn’t always translate well without structure. Managers have to decide how to use that time. If they can’t guide employees in the right direction, the productivity gains AI promises will be missed. Some teams reinvest it in more strategic work, deeper analysis, or even retention-building activities.
Managing AI agents
Did you ever think you’d live in a time when you’d see managers supervising non-human employees? AI agents can analyze information and automate workflows, but they still need oversight. It may sound easy, but it means managers have to be clearer with their instructions and more strategic with what they delegate to AI agents. And as with human employees, managers must review the final output and confirm that the results are accurate.
How to equip managers to lead AI-integrated teams
Managers play a vital role in shaping how AI is used and how teams adapt to it. Here’s how you can better prepare your managers to lead their teams in an AI-integrated environment:
Help managers set the tone for AI use
Managers’ mindsets determine whether AI is viewed as a helpful productivity tool or something employees are afraid to admit using.
For example, a question like, “What parts of this project used AI?” carries a negative connotation that can deter employees from using it or encourage them to hide their AI use. Reframing the question as, “Where did AI help, and where did you challenge it?” is more collaborative and invites employees to provide feedback on what’s working.
Reset change management expectations
Traditional change management assumes organizations have time to adapt, but AI moves much faster. To embrace this new pace of change, encourage managers to treat AI adoption as an ongoing process rather than a one-time transition.
Encourage them to schedule regular check-ins for their team to discuss how they’re using AI and where improvements can be made. This keeps AI usage visible and prevents outdated workflows from lingering.
Provide AI oversight training
Managers don’t have to be an AI expert to be good at their job; they need skills to help them oversee AI-assisted work. Thus, managers need to review how the work was processed, not just the final deliverable.
Show them how to apply ethical judgment when reviewing AI outputs, including signs of bias and whether sensitive information was used. When managers understand these skills, they can reinforce consistent practices across their teams.
Clarify the big-picture
Help managers connect newly available time to the company’s overall goals. Instead of letting time slip by without structure, managers should be able to identify where deeper thinking or higher-impact work would benefit the organization.
This can begin with refining processes, improving deliverables, or dedicating time to strategic initiatives that once felt out of reach. When managers are intentional about how that time is used, the productivity gains elevate AI’s overall impact.
Whatever happens, don’t forget the human
The prevalence of AI makes the workplace rely heavily on metrics and efficiency gains. Leaning on numbers and automation makes it easy to lose sight of the person behind the work. But a little intention goes a long way—encourage managers to use the time they gain from using AI to reconnect with their team, whether that’s recognizing accomplishments or simply asking how their folks are doing.
