Training your team to be anti-fragile in an AI-powered environment – Matthew Bartolo 

If you’ve held a leadership position long enough, you’ve probably witnessed change management strategies that were flawless on paper fail miserably when put into practice. According to Matthew Bartolo,  people have been known to oppose new tools, worry about changing positions, and disengage when they are unsure of the future. 

“We now face an even greater issue as AI rapidly disrupts industries, hence the need to focus on assisting your people in embracing automation and transformation rather than being afraid of it.”

The issue is not AI per se, but rather how humans respond to it.  

“We are hardwired to avoid ambiguity.  According to neuroscience, people’s amygdala, which is in charge of processing threats, goes into overdrive when they feel uncertain, which can result in worry, anxiety, and even shutdown reactions. 

“Being a CEO is more than just putting AI into practice; it also entails helping your team members navigate the emotional and psychological difficulties that arise.  The most successful businesses use upheaval to strengthen and adjust their workforce rather than merely surviving it.”

The majority of leaders concentrate on resilience—assisting their teams in overcoming obstacles.  However, that is no longer sufficient. According to Mr Bartolo, we need to be focusing on anti-fragility. 

“The goal of resilience is to return to your previous state.  Conversely, anti-fragility refers to overcoming stress by becoming stronger.  The goal is to create a workforce that not only tolerates change but thrives on it (Taleb, 2012).”

An Anti-Fragile Team, he says, welcomes change as a chance rather than a hindrance.  

“They question, “How can I use this to work smarter?” rather than opposing AI.  They remain flexible and receptive to new information.  They view their skills as developing rather than their work as fixed.”  

“[An Anti-Fragile Team] experiments and adapts instead of being afraid of making mistakes.  They can try new activities without fear of punishment when they are psychologically protected (Edmondson, 1999).  They concentrate on high-value tasks.  They may concentrate on strategy, innovation, and interpersonal relationships since AI takes care of the routine. 

“They are adept at handling ambiguity and stress. In order to control their emotions and remain productive under duress, leaders assist them in developing mental toughness (Gross, 2015). 

Why do people oppose AI and solutions?

For Mr Bartolo, the root causes are a matter of confidence. 

“Identity and self-worth are the root causes of resistance to AI, not indifference or sloth.  Workers use their employment to define who they are.  They feel as though their knowledge is being challenged when automation jeopardises aspects of their work.  People are challenged by AI in three main areas:

1. “Will I still be good at my job?” is the first competency question.
2. A question about protection: “Will I still be needed?” 
3. “Will I have any say in how I work?” is the third question, which is about control.”

How can you lower resistance and increase embracing of change? The clinician, psychotherapist, and mental fitness coach lists six ways:

1. Clearly state the “why.”  People oppose change they don’t comprehend, not change itself.  Be explicit:  AI is freeing you up to do more worthwhile work, not taking your place.  Our goal is to change roles, not to eliminate jobs. 

2. Recast AI as a complement rather than a rival.  According to neuroscience, people’s problem-solving skills decline when they feel threatened (Beilock, 2011).  Say this in place of “we need AI to stay competitive”:  AI will take care of the monotonous work, allowing you to concentrate on strategy and originality.  AI will allow you to spend more time making decisions and less time on administrative tasks. 

3. Make uncertainty normal.  Expecting change helps people deal with it more effectively.  Teach your group to enquire:  What does this teach me?  rather than Why am I experiencing this? 

4. Promote modest AI-powered experiments.  Allow teams to test AI in a low-risk environment rather than imposing a change on the entire organisation.  According to Harvard research, psychologically safe teams create more quickly since they don’t fear failure (Edmondson, 1999). 

5. Invest in more than simply technology; invest in upskilling.  According to McKinsey’s research from 2023, businesses who invest in AI literacy expect a 30% increase in employee engagement.  When workers feel prepared to work with AI, they don’t fear it. 

6. Finally, using AI to your people’s advantage, not their detriment by increasing job satisfaction.

For humans, repetitive efforts deplete our mental energy, and AI offers the benefit of automating the mundane.  

“AI is capable of handling:  scheduling and data entry, repeated consumer questions, regular documentation and reporting, amongst other tasks. Instead of doing this employees can concentrate on problem-solving, creativity, and interpersonal interaction—the job that truly feels fulfilling—by using this technique, which is called cognitive offloading (Risko & Gilbert, 2016). 

With AI, a leader could look to replace fixed roles with flexible skill sets. 

“The jobs that AI is transforming are changing, not going away.  Workers should think more on their abilities and flexibility rather than their set roles.  In a world driven by AI, the most valued workers will be those who are able to pick up new skills fast instead of adhering to outdated methods.  Those who are more at ease with uncertainty than they are with strict directives,” he explains.

“You can start by considering AI a partner rather than a rival.  Track what counts by asking:  Who is having trouble adopting AI?  Who is in the lead?  What impact is AI having on worker satisfaction?  Adapt tactics in response to actual answers to these questions.

All in all, serving as a Coach for Mental Fitness CEOs must go beyond strategy and execution if they want to successfully lead AI-driven change.  They have to actively guide their teams through the psychological and emotional aspects of change. You can do this by teaching Anti-Fragility to your team.

Closing off, Mr Bartolo gave four points of advice. 

1. Be an anti-fragility model.  You will set an example for your team.  They will, too, if you face uncertainty with curiosity and confidence. 

2. Communicate openly and honestly.  Leaders who are forthright about the advantages and difficulties of artificial intelligence are trusted by their staff. 

3. Integrate education into the culture.  Increased confidence results from regular AI training.  Not only efficiency but also flexibility and problem-solving should be rewarded.

4. Customise the Management of Change.  Different employees have different reactions to AI.  Support and training should be tailored to each individual’s needs. 

“AI will not replace humans. Humans with AI will replace Humans without”

– Matthew Bartolo

In this new era, the CEOs who succeed will be those who prepare their teams for ongoing development rather than merely adopting AI.  Those who create a workforce that enjoys ambiguity.  Instead of replacing human potential, use AI to enhance it. 

Matthew Bartolo is Willingness Team’s lead clinician, psychotherapist, and mental fitness coach