Nearly 40% of core job skills will change by 2030, according to a Forbes report of World Economic Forum research. Among the most important surviving skills will be leadership, social influence, empathy, and active listening, all of which represent aspects of emotional intelligence.
As AI use becomes more prevalent in improving role efficiency, mid-level leaders are particularly affected, as self-awareness and interpersonal dynamics become non-negotiable capabilities. This management level has often focused on carrying the team’s entire backpack on their shoulders, troubleshooting issues, managing workflows, and serving as the expert problem-solver. They have been the “go-to” for all things.
The Mid-Level Leader Shift
As AI continues to advance in supporting creativity, knowledge development, problem-solving, and workflow management, mid-level leaders are increasingly focusing on becoming people-centric coaches.
A Leader-Coach…
- Creates an atmosphere of trust and involvement
- Invites two-way dialogue
- Uses questions as thought-prompters and self-discovery
- Resists “telling”
- Promotes team member accountability
This shift can shock the system, similar to the one I first experienced when leaving the dark skies and less-traveled roads of rural MS and encountering the congested traffic, loud noise, and bright lights of Houston. The “how” of living changed, much like what is happening with the rapid spread of AI use.
That same disorientation is real for mid-level leaders. The backpack’s weight is shifting. You’re now enabling and empowering each team member to actively participate in balancing the workload and working together to bring out the best in their untapped talents and skills.
Often, when there is a change of great magnitude, the question is how does this impact me? Do I want to adopt the change? If so, what do I need to stop, start, or ramp up to operate in the new normal?
If you’re feeling a dip in attitude and a drop in output as position expectations change, that’s not unusual.
What’s next? Assess the dynamics. Figure out what’s needed. Purposely adjust.
Leader-Coach Quick Tips
Below are three quick tips to begin embracing the leader-coach role:
Tip 1: Audit your “go-to” habits.
Delegate to your team. Make a list of the top three problems your team brings to you. For each problem, determine how you can coach your team members to solve it early and completely. This will help build their skill and confidence and give you time to be more present for highly sensitive, complex issues.
Tip 2: Have a 1:1 and listen.
Initiate a meeting without a performance issue purpose. Book a 15-minute one-to-one meeting with each direct report, focused on these questions:
- What skill or talent are you not fully using in your role?
- How could you use them in your role? At the company?
Your role in this conversation is to listen, not to solve. Be prepared to learn something you are not yet aware of, and commit to exploring how the team member can tap into their hidden gems.
Tip 3: Resist the urge to rush into an answer.
When a team member comes to you to solve a problem, demonstrate curiosity to activate their self-discovery.
Ask questions:
- What have you tried so far?
- What worked? What didn’t?
- What options do you see for addressing this problem?
- What will happen if you take this action? Do not take action?
- How will you know the solution worked?
The Tips in Action
Jim thrives on being present for team members and solving problems, and takes pride in both. He is quick to make sense of complex, challenging situations and offer on-point solutions. While responsive, capable, and well-intentioned, he has become the solutions command center. Team members no longer attempt to resolve issues on their own, but defer to him for advice. Jim has positioned himself as indispensable and is encouraging behaviors that could ultimately lead to being overlooked for career growth opportunities.
Becoming aware of his pattern of behavior and that of his team, he knows change is a must. He is passionate about solving problems, so practicing restraint is a challenge. Recognizing the tension between what he loves doing and the shift needed to become a more effective leader, he begins to resist offering an immediate solution when a problem arises. Instead, he asks questions to support the team member in analyzing the problem, identifying options, exploring solutions, and assessing the effectiveness of the solution. He models leader-coach behavior.
Call to Action
Want to help your mid-level leaders take off the backpack? It requires understanding what motivates the behavior that invites keeping the backpack on. Reach out to us for a complimentary consultation.
Reference
Barnhill, A. (2026, January 7). The 5 skill sets leaders must develop in the AI era. Forbes. https://www.forbes.com/councils/forbescoachescouncil/2026/01/07/the-5-skill-sets-leaders-must-develop-in-the-ai-era/
Lillian Davenport, SPHR, SHRM – SCP, MGSCC, Principal, End View LeadershipSM
