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Published July 31, 2024 in Strategy


HOW TO HELP YOUR TEAM STOP WORRYING AND LOVE TRANSFORMATIVE TECH

Best practices for getting AI buy-in on your team, according to the experts.

Published July 31, 2024 in Strategy
Kelli María Korducki

Contributing Writer

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Seemingly overnight, AI has revolutionized workplace productivity. According to
our 2024 State of Teams report, 50% of knowledge workers and executives use AI
tools on a weekly basis. But, as they say, with great power comes great
responsibility – to ensure that employees feel empowered to make friends with
AI, these cutting-edge tools must be implemented with care. 

Any leader worth their salt knows that even minor changes in process or tooling
can be off-putting to individuals who are used to a particular way of doing
things within their organization. Team members may be especially wary of
adopting new and massively transformative technology due to a lack of
familiarity with the tools in question or concerns about future implications.
While we’re enthusiastic believers in the positive potential of AI, trepidation
around it shouldn’t be swept under the rug. 

Workers who are distrustful of AI are less likely to use the AI tools at their
disposal, even if that means missing out on their benefits and potentially
hampering the progress of their teams.  To make the most of what AI has to
offer, leaders need to get their team members’ buy-in from the start. Here’s
how:


GET FAMILIAR WITH THE TECHNOLOGY AT HAND

Related Article

IT’S TIME TO MAKE PEACE WITH THE BOTS

By Kelli María Korducki In Productivity


KNOW YOUR TOOLS

The first order of business is for leaders to get a solid grasp on how new tools
work, and how the organization intends to use them. AI literacy at the
management level better supports an intentional, effective rollout and helps
sidestep potential pitfalls.

“AI tools are a little bit of a new territory, especially as companies are
trying to develop policies around AI to protect things like customer data and
proprietary information,” says Amy Spurling, the Boston-based CEO and Founder of
Compt. “If you can at least familiarize yourself with AI tools, you can make
better decisions, explain the benefits clearly to your team, and foresee any
challenges that might come up.”


SET CLEAR TARGETS

Leaders who familiarize themselves with new technologies are also best
positioned to set specific and realistic targets for how to get the most
technological bang for their buck. “You can’t just throw some tools in a box and
hope something happens,” says Michael Hasse, a technology and cybersecurity
consultant based in Seattle. “Any change in process requires careful planning to
ensure workflow is not disrupted and that there is a clear and measurable
benefit in the outcome.”

Establishing clear guidelines and use cases for new AI products can also curb
trepidation from employees. Alfredo Huitron, a San Francisco-based product
manager on Atlassian’s Rovo Agents team, notes that when his team first started
releasing AI features for internal use across Atlassian, some of his colleagues
were nervous about inadvertently violating the organization’s AI use standards
by, for example, passing off AI-assisted work as their own. 

“Expectations need to be set from the top, and users need to learn when it’s
appropriate to use AI,” Huitron says. “At scale, this is best done through
enabling AI experiences in existing products and encouraging usage, or building
AI tools ourselves.”


ALL HANDS ON DECK


ENCOURAGE A KNOWLEDGE-SHARING ETHOS

Related Article

SHARED UNDERSTANDING: FINDING THE “WHY” BEHIND THE “WHAT”

By Ingrid Blake In Leadership

Once leaders have figured out which AI tools to incorporate into the
organization’s workflows and outlined clear goals for implementation, it’s
important to ensure that vital new know-how isn’t siloed within specific teams.
Leaders can prevent AI-related territoriality by getting all teams involved in
the rollout process from the start – and, crucially, by encouraging
cross-functional information exchange. 

“I think it’s a good idea to set up mixed working groups with people from
different parts of the company,” says Stefan Chekanov, the Plovdiv,
Bulgaria-based co-founder and CEO of Brosix. Leveraging teamwork for internal
training protocols helps facilitate knowledge-sharing across the workforce.
Chekanov also recommends scheduling routine inter-team brainstorming meetups
which, in his experience, “can also help break down walls.” 

Thomas Anglero, the Oslo-based CEO of Too Easy AS, agrees that leaders should
facilitate conversations between teams to discuss their respective AI use cases
and learnings. Anglero suggests that there can even be team-building benefits
from doing so. “In time, the culture of the team will be all about sharing
because people will realize that they are doing a better job through sharing
information versus hoarding information,” Anglero says.


BANISH EXISTING SILOES

For organizations grappling with existing siloes, the AI-implementation process
can be an opportunity to culture-correct. Erik Severinghaus, the founder and CEO
of Bloomfilter based in Chicago, offers a triad of actions that can help:
“Employ collaborative tools like Slack or Trello for better communication and
managing projects, help your team understand each other’s roles through
cross-training, and recognize and reward teamwork – it reinforces the value of
collaboration.”


OPEN LINES OF COMMUNICATION


HAVE A PLAYBOOK

Finally, and most importantly, leaders must be open, attentive, and transparent
in their internal communication about AI. That means being prepared to address
workers’ fears and misconceptions and, in doing so, fostering an environment
where people feel comfortable sharing potential concerns. Several experts
recommend drafting an internal AI communications playbook that builds in
opportunities for dialogue while also accounting for technology updates, ongoing
AI-related education, and – crucially – explicit standards and guidelines for AI
use.

“An internal communications strategy is essential,” says Stefano Lodola, a
digital nomad who is the founder and course author at Think Languages. “It
should include regular updates on the AI tools used and upcoming changes.”
Lodola’s team uses an open forum for questions and concerns about AI and other
aspects of their daily workflows, which helps ensure that all employees feel
both heard and informed. By maintaining a constant, open feedback loop, Lodola
says he is able to reap the added benefit of anticipating potential road bumps
and adjusting his AI strategy to avoid them.

Related Article

DR. FEI FEI LI ON MAINTAINING OUR HUMANITY AS WE EXPAND THE BOUNDARIES OF
ARTIFICIAL INTELLIGENCE

By Natalie Mendes In Leadership


BRING HUMANITY ON BOARD

Leaders must also be prepared to address the elephant in the room: many workers
fear encroaching automation may eventually cost them their jobs. As Huitron
points out, it is not enough to simply tell employees “AI won’t take your job”
while also investing heavily in AI tooling. Leaders need to show that the power
of AI is best realized when it’s in capable human hands.

“The push leaders should make is to help their employees envision themselves
using AI and accelerating their own work,” Huitron says. “Human-plus-AI is 10
times more valuable to an organization than human or AI separately. The only way
to help employees see this path of working alongside AI to get things done
faster is to show clear human-AI interactions on real-world problems and give
them incentives to escape their day-to-day work and just experiment with
something new.”

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About this Article
Published July 31, 2024
Artwork by Sari Jack
About the Author

Kelli María Korducki Contributing Writer

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