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Block recently made headlines when CEO Jack Dorsey announced it was reducing its workforce and replacing some roles with AI agents. But it wasn’t the first organization to do this. And it won’t be the last.
And in the middle of that announcement—and the LinkedIn hot takes—there are real managers trying to figure out what to say to their teams. That’s the part people want to hear—and need.
Your Team Is Already Scared—And They’re Watching You
If your organization has made any moves toward AI in the last year—and most have—your team is likely on edge. They’ve watched colleagues get laid off. They’ve heard the buzzwords: “efficiency, “optimization,” “doing more with less.” And now they’re reading the same headlines you are.
What they’re experiencing often has a name: survivor’s guilt. It’s the uncomfortable feeling of still having your job when someone else doesn’t. And it sits right alongside a louder fear: Am I next?
Managers don’t have to have all the answers. But you do have to be intentional about the signals you’re sending. If you talk excitedly about AI tools in front of a team that just watched three colleagues lose their jobs, you’re not leading your team—you’re alarming them. And if you’re avoiding the conversation entirely, your team is filling that silence with side conversations—and their own assumptions.
The most important thing you can do right now isn’t just to adopt the right tools. It’s to have the right conversations.
Get the Language Right
Here’s something to remember: AI agents aren’t teammates. They don’t have a bad week. They don’t need feedback, recognition, or a one-on-one. They’re tools—sophisticated, powerful, often incredibly useful tools—but, nonetheless, tools.
The way managers talk about AI in front of their teams matters more than most realize. “Our AI handles that” sends a different signal than “we use this tool to handle that.” The first suggests a colleague. The second is honest about what it actually is.
This isn’t just semantics. When managers blur the line between human and AI contribution, your teams internalize it. They wonder what their own work is worth, and if you see them the same way you see a tool—as something to be optimized or replaced when something faster comes along.
Words shape culture. Choosing them on purpose is leadership.
The Prompt Is the New Skill—But Not for the Reason You Think
Most of the conversation about artificial intelligence at work focuses on speed: Generate faster. Produce more. Be more productive.
But speed without judgment isn’t leadership. It’s just output. The managers who will actually lead well in an AI-enabled environment aren’t the ones who learn to prompt fastest. They’re the ones who pause long enough to ask: What do I actually need here? What context matters? What would a thoughtful answer actually look like—and would I know it if I saw it? Then they turn to their team and ask the same thing: What are you trying with AI, and what would you like to try?
That’s the Pause-Consider-Act framework applied to AI. Pause before you generate. Consider what you actually need, what your team actually needs and thinks, and what a good outcome looks like. Then act—using tools intentionally, not just reflexively.
A bad prompt gets you a fast, mediocre result you still have to fix. A thoughtful prompt gets you something genuinely useful. The difference isn’t the tool—it’s the intention behind it.
Better, Not Just Faster
The real risk for managers is using AI to look more productive without actually leading better.
Generating a performance review in 45 seconds isn’t leadership. It might save you time—and time matters—but if you’ve outsourced the thinking to a tool without adding your own judgment, context, and knowledge of that specific person, you’ve just produced a faster mediocre review. Your team member deserves better than that . . . and so do you.
The same goes for feedback, for communication, for how you respond to your team. AI can help you structure your thinking, sharpen your language, and get a first draft on the page. But the relationship and judgment are still yours.
AI used well makes you a more thoughtful leader. AI used as a shortcut makes you a less present one.
What to Actually Do This Week
If you’re a manager navigating this right now, here’s where to start:
- Have the honest conversation. You don’t need all the answers. You need to acknowledge what your team is feeling—the uncertainty, the worry, the questions about what this all means for them.
- Be clear about the difference between tools and teammates—in how you talk, plan, give credit. Your team should never wonder if you see them as interchangeable with software.
- Use AI to prepare, not to replace. Use it to think through a difficult conversation before you have it. Use it to draft, then add what only you know. Use it to get unstuck—not to get out of the work.
The managers who lead well through this moment won’t be the ones who adopted AI fastest. They’ll be the ones who stayed human on purpose—who used the tools without losing the judgment and leadership that no agent can replicate.
That’s still the job. And it still matters.
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