We spent the building frames for decades to help people lead people: courses, certificates, coaching, culture decks. They all intended to form better managers. But this is no longer enough. Because for many employees, the first reports will not be a person. There will be an agent.
In June, BNY Mellon, JPMorgan Chase’nin, while construction of AI teams, planted a digital worker. This is not theoretical. New direct reports are already going on for hours and they do not need coffee, feedback or PTO.
The problem? Most organizations are still built for human hierarchies and work in inherited management models that are not built to manage machines.
Leading people against ruling agents
You guide the behavior while driving people. You are the correct motivation, representative, coach and course. Is a loop based on trust and conversation.
None applies when driving an AI. You don’t exercise a model. You have managed it. Defines the entries, you are following the performances, increase the problems and respond to results. And you do it in real time.
Leadership in EU-LED teams are less about motivation and decision. The ability to assess, adjust and move between decision chains is what performance is allocated from responsibility.
It is to know what it looks good. Before creating the system’s wrong answer, to ask the correct question and be responsible for making results, be responsible for the results.
HR model is not synchronous
HR is not ready for this turn. Most performance frames still play the role of linear roads, human reports and long-term role. But digital agents break this logic.
They do not climb the ladder. They perform the tasks. They can prefer smaller employees one day and be superior to a new model. You do not control their growth. You manage the terms they work.
This landslide is pressuring the organizational design. No hierarchies involved in the participation of systems that are faster than the approval of decision-making systems can be developed.
This means that we define the productivity, cooperation and management. It means building new dimensions to communicate with agents, not how human employees do not produce.
Do they make good tips? Do they increase ethical concerns? Sealing the speeches with criticism or rubber? These are new leadership signals. Most performance reviews are not built to detect them.
Wish is a leadership movement
The request is not technical skill; This is management.
The way an agent immediately forms what is doing. Lead to an indefinite consequences. Biased claims give biased results. And poor desire is not only inefficient. This can become legitimate or prestigious risk.
Again, companies treat a request as a keyboard wizard. Something for engineers or “AI power users”. This is a mistake. Anyone who manages agents from the Internet to managers should learn to make clear, deliberate guidelines. Because instructions are decisions in disguising the organizational context and disguise where they are done.
The ethics chain is broken
Ethics and escalation in traditional teams follow a chain of command. One thing goes wrong, someone is flag and participates in the manager. But the chain with agents that act independently and often seemed to be invisible.
You can’t increase your notice. Very often companies did not determine what ethical escalation looks like when the actor is synthetic.
Who is responsible when AI has given a discrimination recommendation? Or leakage of sensitive data? Or does it decide whether a person will not be? If your answer is “Tech Team”, you are not ready.
Management cannot sit in the back office. The team must be built into workflows. The best companies allow their peoples break, question and report, just accept what the system is.
The thinking and reasoning chain is not just cognitive tricks. How to find drift, bias and mountaineering places in the AI value chain of human teams. And this skill will only increase the importance.
Bottom line
AI will not replace all managers, but what management tools mean. Leading agents require a different muscle twist, and most organizations do not teach it.
This is not to replace the soft skills with tough skills, but more is replaced by passive management: less people are pleasant and more decision-making report, more status meetings and more escalation tracks.
Managed cars still mean leading people. But the people you guide need new tools, new rules and a different game book.
Companies who have this right will not be related to FliVi Tech. They will be those who know how to change the game by managing what they build.