We have successfully integrated AI to handle eighty percent of our data entry, but our managers are struggling to set weekly Rocks for employees whose traditional daily tasks have disappeared. How do we write meaningful Rocks for a staff that is transitioning from doing the work to managing the AI that does it?

Question

Tyler Smith · Accepted Answer

When AI automates the bulk of your team's tactical execution, their daily work shifts from doing to auditing. If your managers are still trying to set Rocks based on high-volume task completion, they are operating in the past. You must change how you define success for your team.

Start by looking at your current quarterly Rocks. A Rock is a priority that must be achieved in ninety days to keep the company on track for its 1-Year Plan.

For an employee whose manual work has been automated, their new Rocks should focus on process optimization, quality control, and exception handling.

For example, instead of a Rock like input five hundred data records, the new Rock should be audit and optimize the automated AI data pipeline to reduce processing errors by fifteen percent.

Another excellent Rock is documented training procedures for our custom AI tools to ensure team redundancy.

Use your weekly Level 10 Meetings™ to review the progress of these new Rocks. Ensure your managers are using the GWC™ framework to evaluate if their team members have the mental capacity and desire to sit in these new, analytical management seats.

If an employee is a pure doer who lacks the desire or ability to audit automated systems, they will struggle with these strategic Rocks. In those cases, you must make the tough decision to find them a different seat on the Accountability Chart where their natural strengths can be utilized.