GenAI Is Here



he following are some of the GenAI variables and implications in the Behave area of your DNA to consider. 9. Leadership

for these changes and struggled, while others were able to lead effectively through the unknown and in a multi-setting (remote/onsite/hybrid) work environment. GenAI has the potential to disrupt traditional work practices in dramatic ways, many of which leaders may not have encountered. Managers and other leaders will need to be trained proactively, to deal with the many issues this technology will bring. Waiting to train leaders while in the process of implementing GenAI will be too late. Proactive leadership training will be essential. 10. Performance The performance aspect of a company’s DNA includes performance planning, performance management models, expectation management, coaching, feedback, and reviews. The introduction of GenAI will significantly impact employee performance management and expectations. As a generative technology, it will require new ways of thinking and doing things that differ from traditional linear or waterfall approaches of work and performance management. For example, GenAI creates an augmented workforce model where AI becomes a collaborator with employees.

Leadership will play a crucial role in successfully implementing GenAI. This technology will introduce new areas and issues that many organizations have not dealt with before, making effective leadership behaviors and skills essential to success. GenAI creates various work, governance, ethical, cultural, strategic alignment, process, talent, policy, change management, transparency, and communication issues, many of which will be new to organizational leaders.

For example, organizations need to ensure that leaders are trained to accurately and consistently communicate the benefits and realities of GenAI to stakeholders in ways they will understand and appreciate - and recognize that the communication may be different for different employees. For example, considering how the messages will resonate or be perceived by generation (e.g., Gen Z, Millennials, etc.), by functional or business area, and by your different geographies and cultures; as well as appreciating and working with their concerns. Leaders must also have the skills to consider the ethical issues and cultural changes involved in implementing GenAI, and to ensure that employees have the necessary training to deal with disruptions to their traditional work practices. During and after the pandemic, many top leaders realized the challenges involved in managing remote work and the return to onsite and hybrid work. Many leaders were unprepared

Another key aspect of GenAI is experimentation. Often trying and failing is punished in many companies. GenAI is based on trying, failing, correcting, adjusting etc. until you get what outcomes you are looking for. These two areas of augmented work and experimentation highlight just a few of the differences on how work will continue to evolve quickly and how the way you assess performance


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