AI Leadership Principles / People

What happens to jobs and roles, and what do I tell people?

Be honest that the mix of work will change, and say what you know and what you do not. Pair any efficiency plan with reskilling and redeployment, redesign roles deliberately rather than by attrition alone, and give people a stake in the gains.

Why it matters now

People are already asking this question, whether or not their leaders are answering it. Silence fills with rumours, and careless announcements create a backlash that takes a long time to repair. I think leaders owe their people a straight answer, even when part of the answer is that some of it is not yet known.

Common mistakes

  • Announcing “AI-first” without explaining what it means for people.
  • Cutting roles before the AI capability actually works.
  • Staying silent, which feeds fear and pushes AI use out of sight.
  • Leaving role changes to attrition instead of designing them.

What to do instead

  1. Say what you know. Be honest that the mix of work will change. Say what you know, what you do not, and when you expect to know more.
  2. Pair efficiency with redeployment. Any plan to save time or cost comes with a plan for reskilling and moving people into new work.
  3. Redesign roles explicitly. Decide which tasks move to AI, which stay with people, and what new work appears. Write the new roles down.
  4. Prove the capability first. Change roles only once the new way of working has proved itself in real conditions.
  5. Share the gains. Give people a stake in what AI makes possible: time for better work, new skills, recognition or a share of the savings.

Your first step this week

Write the three sentences you would say if an employee asked you tomorrow what AI means for their job. Test them with a manager you trust, then say them to your team.

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