Bridging trust key to leadership success in the age of Generative AI 

As AI continues to transform the way organisations work, a more specific subfield of AI is fast-tracking the journey to data and AI-driven reinvention of businesses, suggested Ryoji Sekido, Co-CEO, Asia Pacific, Accenture.

Speaking with HRM Asia, he said, “As the first technology innovation that can learn language, context and intent to be independently creative, Generative AI (Gen AI) is creating an inflection point and an unprecedented opportunity for businesses to boost productivity and drive growth.”

“C-suite leaders are looking to infuse Gen AI into business processes to remove roadblocks, boost productivity or unlock business value.”

As with all technology transitions, however, any optimism generated by Gen AI comes with understandable anxiety, because leaders feel underprepared and uncertain about ‘how’ best to realise the opportunities on offer, said Sekido.

He shared how Accenture research shows that leaders in APAC are planning to increase their investments in Gen AI and nearly two-thirds have already trained more than 40% of their employees in Generative AI skills.

“The age of Gen AI needs leaders to put their people at the centre, building connections, inspiring trust, and making them the navigators and not just passengers in the journey.” – Ryoji Sekido, Co-CEO, Asia Pacific, Accenture

Yet, 70% acknowledge they lack the skills to drive tech-driven reinvention. “They are still grappling with disruption in a post-COVID world, cost pressures are continuing, and so are uncertainties created by climate change and social and geopolitical tensions,” explained Sekido.

“In the middle of this, they need to devote their attention to embracing a new technology – one that is developing faster than anyone imagined, with the rules of engagement still being agreed.”

While some leaders may be comfortable with the technology, they recognise that they may not necessarily have the change management skills needed to lead people through the adoption journey.

This appreciation is important, said Sekido, because the Gen AI opportunity is more about people than technology. “There is significant value to be unlocked through AI augmentation, which needs to be driven with humans at the center. As a technology deployed at the front lines and directly impacting people’s day-to-day work experience, how people feel about the technology and how they embrace it matters most.”

Accenture’s research also shows that there remains a trust deficit and a disconnect between leaders and employees when it comes to Gen AI. While 95% of employees see value in working with the technology, they are concerned that its adoption may not eventually create positive outcomes for everyone. 60% are also concerned about job security, stress and burnout. Unfortunately, empathy appears to be lacking among C-suite leaders, with only one-third of C-suite leaders agreeing with their employees’ concerns.

Calling for compassionate leadership that focuses on designing and managing the use of Gen AI responsibly, with human centred principles and prioritisation of skill building, Sekido said, “Psychological safety is key to emotional wellbeing, and a critical building block for unlocking people’s full potential. Leading people through times of disruption and change is challenging, and without the foundation of trust success is unlikely.”

He also urged leaders to remind themselves that the practices and institutional knowledge they have built over the years might not be as relevant in this new paradigm.

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Highlighting that Accenture’s survey shows that C-suite use of Gen AI in day-to-day work has reduced by half, Sekido encouraged leaders to make themselves comfortable with the technology by building micro-habits to bridge the tech skills gap, and to acknowledge that employees are more likely to have the answers on how to create value with GenAI. 

“Effective leadership requires a careful balance of hard and soft skills, and the ability to flex the skills that matter most at the right time. The age of Gen AI needs leaders to put their people at the centre, building connections, inspiring trust, and making them the navigators and not just passengers in the journey,” he concluded.