7 Key Differences Between How Leaders And Managers View ChatGPT

ChatGPT, Claude, Scribe, AlphaCode, Bard, DALL·E 2, and other generative AI have been part of the workplace for about a year, and virtually everyone inside organizations has been looking at, and thinking about, AI. Some employees are experiencing FOBO—the Fear of Becoming Obsolete. Others are actively embracing AI as a way to improve their efficiency and performance while enhancing their personal brand.

When it comes to managers and leaders, they’re thinking about AI quite differently, but in effective organizations, both groups are emphasizing the unprecedented opportunities that lie ahead. Effective managers who lead functional or project teams are looking at generative AI as a way to make their processes more efficient. While effective senior leaders are taking a more strategic interest in this groundbreaking technology that promises significant transformation.

Here are seven key differences between how managers and leaders view the artificial intelligence revolution:

1. Focus

Managers tend to focus on how AI can improve specific systems and drive efficiencies. They’re looking for ways to incorporate ChatGPT and other tools into existing workflows. Leaders are eager to see how AI can transform the overall business model and strategy.

2. Timeframe

Managers are fixated on right now, looking at the short-term ROI and benefits of integrating AI technology as quickly as they can into their projects. Leaders are taking a longer-term view of how AI can create competitive advantage over years, and even decades.

3. Adoption

Managers, although excited about the potential impact of AI on their missions, can be more cautious, seeking proof of that impact before investing heavily in AI. Leaders are thinking bigger and are more willing to take risks and surge forward to adopt AI.

4. Impact

Managers see AI impacting individual jobs and tasks. Leaders look at how AI can profoundly reshape entire departments and functions and even radically but positively disrupt the way the organization achieves its mission.

5. Planning

Managers want to map out structured plans for AI adoption. Leaders are open to more iterative, adaptive approaches to implementing AI over time. They are comfortable with multiple AI projects happening concurrently, knowing some will fail.

6. Talent

Managers want to retrain existing workers to use AI tools. They’re focused on making their roles more cost-effective but they’re also planning for humans to train and oversee AI. Leaders are considering the overall effect of AI on their workforce, thinking about how AI can be used to increase talent attraction, engagement and retention. They are also focused on identifying new types of talent with AI skills to drive innovation.

7. Strategy

Managers want AI to support existing business strategies rather than disrupt them. Leaders are envisioning the long-term potential of AI as a major evolution that will result in a huge competitive advantages. They seek to reshape fundamental business strategies around the current and future capabilities of AI.

In general, managers view AI more narrowly and tactically while leaders see the bigger strategic picture and the vast potential for AI to become a transformative force for the organization and its stakeholders.

Both viewpoints are necessary, and when they are interwoven, businesses can maximize the true value and impact of AI.

William Arruda is a keynote speaker, co-founder of CareerBlast.TV and creator of the 360Reach Personal Brand Survey that helps you get candid, meaningful feedback from people who know you.