EP 138: AI Is Taking Half of Your Managers’ Job (And That’s the Good News)

PodcastDon't Waste the ChaosLeadership
Written By Kerri Roberts

Host: Kerri Roberts · Run time: ~26 minutes

🎧 Listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/dont-waste-the-chaos/id1723388520 · Spotify: https://open.spotify.com/show/0nmxuIYEmqpbqZxzoxgiMY · Buzzsprout: https://www.buzzsprout.com/2471085

📺 Watch on YouTube: https://youtu.be/U4o-OQY0ExE?si=j_v0ZX1Ip2GI47vy

📖 Read the full transcript below

Episode Summary

AI is coming for the paperwork, not the leadership. For as long as most of us can remember, being a manager has meant approving PTO, chasing status updates, copying last year’s performance review template into this year’s, building the schedule, writing up the warning. That’s admin. And AI is taking it. Every headline says the middle manager is on the way out, and Kerri’s read on the data is different: let the middle manager finally bring some value. Because when the clerical layer disappears, what’s left is coaching, judgment, feedback, hard conversations, and figuring out what the numbers actually mean. That’s the whole job. It always should have been. It’s also the part almost nobody has been trained to do, because most companies promote their best doer, hand them a team, and never build the manager underneath. The admin used to hide that gap. It won’t for much longer. In this episode Kerri walks through what AI genuinely takes off a manager’s plate today, the Gartner and Gallup data behind manager overload, the roughly nine hours a week that stay human no matter what tool you buy, and the trap of handing managers AI with no training and no changed expectations. She closes with a two-column task audit you can run this week. AI does the prep. The manager does the leadership.

In This Episode

  • Why the clerical half of management going away is the best thing to happen to the role in decades, not a threat to it

  • The specific tasks AI can take today: first-draft performance reviews from your check-in notes, project summaries before a one-on-one, plain-language answers to messy policy questions, schedules, and report formatting

  • Why more than half of a manager’s week was never actually spent managing people

  • What the Gartner and Gallup data says about manager overload: 51% more responsibility than they can effectively handle, 47% working harder than a year ago, engagement at a global low with managers posting the steepest decline

  • Why a disengaged manager is a turnover line item, and why every regrettable exit costs half to two times that person’s salary

  • The roughly nine hours a week that go to employees’ personal and emotional concerns, and why AI can’t show up for any of it

  • The trap of dropping AI tools on an overwhelmed manager while still measuring them on activity instead of outcomes

  • The one-on-one prep prompt Kerri sets up for client managers, and what it costs you every time you push that meeting

Chapter Timestamps

0:00 AI is taking half of a manager’s job (and that’s not the problem)

1:20 Who this is for: businesses with no HR foundation

2:18 The middle manager panic and what the data actually says

3:20 Why losing the clerical layer is the best thing to happen to management

4:44 Right seat, wrong seat: the great button clickers

5:30 More than half of a manager’s time is not spent managing

6:20 Need a manager training program? Start with the HR Foundations episode

7:02 AI is good at the clerical layer and bad at the human layer

8:30 You still have to lead the system

9:25 What AI actually takes off a manager’s plate

11:35 Why managers are drowning: 51% more responsibility, 47% working harder

12:40 Engagement at a global low and the turnover price tag

13:00 What stays human: the nine hours a week

14:40 When the admin clears, connection becomes the job

16:01 The trap: handing managers AI and nothing else

17:30 Redefine the job: fewer approvals, more coaching, less reporting, more deciding

18:25 The one-on-one prep prompt that changes the meeting

19:30 What actually happens when you push the one-on-one

20:48 AI does the prep, the manager does the leadership

22:00 Holy resourcing: what it looks like to truly lead people

23:07 How to work with Salt & Light Advisors

25:00 Your action item: the two-column task audit

25:32 Next week: managing techno-stress

Resources Mentioned

Your Action Item

This week, list every recurring task sitting on your managers’ plates. Every one. Then put each task in one of two columns: what AI could draft, and what a human has to own. Ask your AI assistant to help you sort them, and then go one step further and ask it how it would handle the tasks in its column and what the SOP would look like. You will be surprised how much lands on the AI side. That list is the first step of your manager role redesign, and it will show you fast whether you have a tooling problem or a training problem.

GET THE MONDAY EMAIL

If this episode resonated, you’ll like the Monday morning email. Every Monday at 5:28am, Kerri sends one practical idea for leaders who want to do this work better, including the conversations behind episodes like this one. 1,000+ leaders. 50%+ open rate. https://saltandlight.myflodesk.com/saltandlightadvisors

Full Transcript

AI is taking half of a manager’s job (and that’s not the problem)

For years, for as long as I can remember, being a manager has been about approving the PTO, checking the status update, copying last year’s performance review template into this year’s performance review template, building the schedule, writing up the warning. That’s all admin, right? AI is taking half of a manager’s job, if not more. And that’s not the problem. Because AI should be taking those tasks off of a manager’s plate.

What a manager is left with is what a whole manager’s job should have been in the first place. We’re talking coaching, judgment, feedback, hard conversations, deciphering what numbers actually mean. That’s what a manager’s job is becoming. And that’s likely what your managers have never been trained to do. They’ve been trained to do all of the admin pieces and AI is taking that away. So now what?

From everything that I see, the data is saying that the middle manager is going away. And I’m saying let the middle manager bring some freaking value for the first time in a long time. The skills and the traits and the abilities are needed, but they haven’t been trained. So if you’ve got middle managers, you’re either probably looking at them thinking, what the heck else am I going to do with you, or how am I going to lay you off? Or, how do I get you to where you need to be? So that’s exactly what we’re getting into today.

Who this is for

Welcome back to another episode of Don’t Waste the Chaos. I’m your host, Kerri Roberts. I’ve been doing this HR thing for over 20 years now. I’ve made it my life’s work and I love supporting small to midsized businesses, but really, outside of the size, businesses that have never built an HR foundation. And that to me, based off what I’ve seen, could be a brand new startup all the way to a business that’s been around for over a hundred years that has never built their business foundation, their HR foundation.

The middle manager panic and what the data actually says

So let’s get into the middle manager argument today. All of the data that I’m seeing, all of the hot taglines, all of the articles that you read, all of that stuff is like the middle manager is getting nixed when it comes to AI. Of course, we know the entry-level employee is being implicated as well, but that middle manager, those tasks that I mentioned, they’re going away. And AI is coming for the clerical part of management.

And thank freaking goodness. Is that really what you want to do? That part’s not leadership in the first place, right? The best thing to happen to the middle manager’s role in decades is that the clerical piece can go away and they can actually manage.

HR and management is not the Christmas party. Can we agree with that? It’s the business systems. I’m not saying that managers know what to do here. I’m not saying that HR knows what to do here. But in my opinion, managers are the single most important part of the business system. They’re the people making sure that the people get the work done. They’re translating the vision. They’re holding people accountable to the culture, because a manager is where your policy, where your pay decisions, and your culture are actually touching human beings.

So this is such an important time as we move through this transition of AI. And if you’ve been listening to this series, you know I am a huge advocate and an enthusiast of artificial intelligence. I use it very often. It’s transformed my personal business. And I see what’s happening in workplaces that are avoiding it. I see what’s happening in workplaces that are embracing it but not developing policies. And then I see what’s happening in workplaces that are embracing it and trying to develop policies. I’m seeing it across the board. And unlike some other fads that have come and gone, you’re not going to be able to ignore this one. This one’s coming for you. You can’t ignore it. And so why not do it with intentionality?

Right seat, wrong seat: the great button clickers

And what a cool way to take middle managers who are usually making a pretty decent clip, right? From let’s say 55,000 to 120,000 in general, depending on where you live, yada, yada, yada. These folks are making an honest day’s wage. And they’re doing admin. They’re clicking buttons. They’re approving PTO. They’re copying and pasting, they’re creating a schedule, and these are all things that tech can and should be doing for you. And then those managers can handle the human aspect.

And I’m so excited for that. And that means that some of the middle managers are probably in the wrong seat, because they were really good button clickers. But it also means this opportunity to grow middle managers, to invest in them and to get out of them really what you’re already paying them for.

More than half of a manager’s time is not spent managing

So it’s an uncomfortable truth when you look at it, that more than half of a manager’s time, when I was looking at the data, more than half of a manager’s time is not spent managing people. Isn’t that interesting? It’s been on admin. The approvals, the scheduling, chasing the updates, the copying and pasting, trying to put reports together that aren’t really being read or used.

So when people are worrying that AI is coming for a manager’s job, let’s be clear what it’s actually coming for. It’s coming for the paperwork. Thank goodness. It’s not coming for the leadership. It can’t. Honestly, good. Because once AI takes the busy work out of the job, what remains of the job is the part that the real job should have been, and the part that most of us were never trained to do.

Need a manager training program?

So we’re going to get into some of it today. I would say if you’re listening to this and you’re like, yikes, what I actually need is a manager training program, a few episodes back, let’s say maybe 10 episodes back, I did an episode on how to create a manager training program. It was in the HR Foundations series that I did. Go take a look at that. Actually, download the transcript, throw it into AI and say, I want to apply this episode to my business in particular. Like, use that. That’s exactly why I put this content out there, so you can improve as a business, because we all need it, right? We all need some help and support. It’s not for lack of information out there, it’s for lack of application. So take the information that you’ve gotten from me or whoever else, put it to good use, create that manager training program.

AI is good at the clerical layer and bad at the human layer

But let’s talk about AI replacing managers today. I want to name that fear. AI will flatten middle management. That’s the tagline. But the honest version is, AI is very good at the clerical layer of the job. Genuinely bad at the human layer. Genuinely.

I mean, how many times have you had to correct your AI? Over and over again. I’ll be running a scheduled Cowork that has a brain, has language attached to it, has a Bible attached to it, and I still will be like, hey, you’re not running the most updated skill. Hello. And the system’s like, well, there is no updated skill, I’ve already reviewed. It’s like, well, then why did a week ago you run the correct skill? So just like an employee that we have to remind and hold accountable, our AI is doing the same thing. It’s not a people manager. It can’t even remember which skill you ran last week. And literally, it’s just a computer system based solely off of skills.

And I’m not knocking it, because it has, like I said, revolutionized my business in so many ways. But you still have to lead it, right? A person still has to lead the system. And it goes the same way when it comes to our middle managers. Middle managers, you are needed to lead the people, run the system, run the play, hold it accountable, communicate. These are all things that are not replaceable when it comes to you.

So we need to learn how to work with it. The managers who are in trouble are not the ones who can coach, are not the ones who are decisive. It’s the ones whose entire value was moving paperwork or clicking buttons. Y’all are in trouble. Those are the people that are in trouble. This isn’t a learn how to code or get replaced situation. It’s do the part of your job that was always the point. And somehow it got bogged down, but now we’re clearing it out.

And I think about managers and team leads that I’ve worked with over my last 20 plus years, and they’re always like, the people’s the messiest part, but I get so bogged down in the process or the procedures. Well, we can streamline the process and the procedures now. So you actually get to spend time with the people. So the complaints that I’ve heard from managers over the years, that they don’t actually have the time to manage and that they’re short with their people because they’ve got all of these other processes to run. Now you’ve got a system for that. Run the play. Manage the people.

What AI actually takes off a manager’s plate

So what is AI actually taking off of a manager’s plate? Think about drafting the first version of a performance review from your weekly, bi-weekly, monthly, or God forbid, quarterly check-in notes. So you’ve got your meetings with your people. We’re already using AI to keep the notes for that. If you’re not, hello, start today. That is a very rudimentary way to use AI.

So you’ve got your check-ins with your people. And if it’s in person, congratulations, I hope that they’re in person. Just record it. Go ahead and open up your Teams and record the conversation. And so you’ve got the transcript. Tell your people that you do that, just so that way you can keep your projects moving forward. And then you use those notes, put them into AI and say, based off of our performance review rubric, and based off of these conversations, give me a first draft, a first version of this performance review. Magic. If you’re not doing that already, magic, that feels so good.

It can also summarize your project updates so that way when you walk into a one-on-one, you’re already caught up. That’s magical. It can turn a messy policy question into a plain language answer for you, which, if it’s messy and it’s hard for you to decipher in your handbook, you need to give feedback to your handbook writer if it’s your HR person. Hey, I had a hard time understanding this, so I don’t think a new hire would probably understand, or a general employee. But anyway, take the policy, throw it into AI, and ask it to help you give a clear answer for your employee based on the situation. It can, of course, build schedules for you if you’re not using it for that already. That’s bananas. It can format the reports that you have to submit.

These are real, these are here now. And handing them over to your AI is nothing but a gift. It’s so good. It’s a tool that you can use. It makes you look smarter and it makes you more available to do what actually matters as a manager.

Why managers are drowning

So why are managers drowning in the first place? Why is this happening anyway? This is not a manager’s lazy story, I would say in general. It’s truly an overload story.

Based off of what I see, and the data that I read, and I’m pulling this from Gartner and from Gallup, so if you want to check me on this, I can always give you access to where I’m pulling my data from. But managers are carrying 51% more responsibilities than they can effectively handle. That’s a lot. 47% are working harder than they were even just a year ago. And that overload has a real price tag.

We’ve talked about engagement on the pod before. Engagement just fell to an all new global low in 2026, and managers posted the steepest decline of any group in the data, based on Gallup. That matters, because your managers are your retention system. The manager is the number one reason that people stay or that people quit. Isn’t that wild? And every regrettable exit costs you between one half and two times a person’s salary.

As a reminder, HR metrics are finance metrics, and a crushed manager is a turnover line item waiting to happen. They are either going to leave, or they’re going to put their discontent onto their people, or they’re going to check out and not manage their people. There’s a number of reasons why it absolutely is a horrible deal when a manager is disengaged, and we’ve got more managers than ever this year reported that are disengaged. It’s a problem. It’s a problem that we have to pay attention to.

What stays human: the nine hours a week

So let’s talk about what stays human, and then what gets bigger versus what gets smaller in the process. So here’s the part that you don’t need to automate. Roughly nine hours of a manager’s week already goes to employees’ personal and emotional concerns. Roughly nine hours of your 40. And let’s say, I know so many of you are working more than 40 hours. I’m going to say you need to get a little balance in your life, but that’s a separate conversation. But around nine hours, based on what the data says. And let me see, I found that in a Gartner report from 2026.

Personal and emotional concerns. This is coaching. This is the crux of a manager’s job anyway. Are you okay? Reading the room, checking the pulse of the people. AI can’t do that, and it can’t even try. It can’t even show up to try.

Now, here’s a way that it could try. It could read all the Slack messages and then see if there’s any potential issues out there that a manager needs to address. But you need to let people know that AI is going to be reading the Slack messages and doing that. And I would say, at a minimum, you need to make sure that your tech policies and your handbook state that anything put on company technology is findable and researchable and readable by the company. People should know that, because they’re using either the actual hardware or the software or both. But you know, people forget, and I put it in a policy. But use the data as you see fit. I personally wouldn’t want to be reading through everybody’s Slack messages all the time. I would want to just have a relationship with a person and know them well enough to know whether they’re okay or not.

When the admin clears, connection becomes the job

When AI clears the admin, that human aspect, the nice to have, the way we’ve looked at it is like, can I have time with my people? I hope that I can. Once the admin is cleared off, that moves from “I hope that I can connect with my people” to “connecting with my people is a part of my job as a manager.” And that’s important. It becomes the whole job. So if you don’t like that aspect as a manager, maybe you need to be reconsidering. But as a business owner, this is wonderful. This is wonderful that our people can actually manage the people.

The manager who wins the next five years is the one who takes the time that AI gives back to them and they spend it on judgment, trust, hard conversations, not on inventing new busy work to feel productive, but they really invest in the people. Those are the managers who are going to be winning in the next five years, the people who really get down to the people business. I’m not saying that because I’m an HR pro. I’m saying these are people who are doing the tasks in our business. So if we get really, really good at that, that’s going to be very important. It actually could take you from a middle manager level to a higher level management position, in my opinion, if you get really good at this.

The trap: handing managers AI and nothing else

But here’s a trap that I’m seeing, and kind of where I want to close it today. The trap that I’m seeing is that we are handing our managers AI, but kind of nothing else. So just like we didn’t train them on how to be good coaches and how to handle the tough conversations and the real performance management pieces, we’re doing the same thing with AI right now. We’re either not addressing AI in our organization, therefore assuming that people aren’t using it when people are (the data shows that they are), or we’re handing it to them and not giving them any training on how to utilize it. Which is becoming a problem.

And there’s a common denominator. You’re not training them on how to be good coaches. You’re not training them on how to utilize AI. Let’s get some training in that organization. Let’s get that going. But if you drop AI tools on an overwhelmed manager that’s still doing the admin pieces and trying to manage the people, and you’re still measuring them on activity instead of outcomes, they’re set up to fail. You’ve just given them a faster way to be more frustrated, to get more buried into work. You are a huge part of the problem at that point.

Redefine the job

So the shift only pays off if you redefine what the job is. Fewer approvals. Well, what workflows are going to be in your HR payroll technology so there are fewer approvals? We need to make sure that they’re set up for that. More coaching, less reporting. Why less reporting? Because we’ve already got the data captured, because we’re utilizing AI for that. How, and what tools? We need to outline that. More deciding.

It’s a system change, not just a software purchase. So if we’re getting the business version of Claude or ChatGPT or Manus or Gemini, all of the tools, if we’re buying the business version, which we need to be, then let’s outline how we’re using it, what the expectations are of how we’re using it, and train our people how to do it and then hold them accountable to doing it. It’s part of jobs now. It’s 2026.

The one-on-one prep prompt

Here’s something I set up for client managers. And this is a simple one. I’ve kind of talked about it before, but for every one-on-one, you drop the last week’s notes, or maybe the last two of your notes, so project updates, maybe Slack threads in between your people, and the last review that the person had. Drop all of that into your AI assistant and ask it for a one-page prep for your meeting. It’s magical.

What’s changed? What this person has been working on. What they said they were worried about last time. What are three questions worth asking this person? You put all of that into AI, it’s going to spit you out a great one pager and you’re going to walk into this meeting prepared.

And I’ve got to be honest, back when I was leading large teams, I would give an agenda and then I would tell my team they had to come prepared for the meeting. Which, I mean, there’s merit to that. Your employees need to come in and utilize their time with you wisely. But as the leader, we’re responsible for steering. That’s why we’re making some money.

What happens when you push the one-on-one

And so using AI as a tool to prepare us for our meeting, so it’s good time spent, instead of, you know, Slacking our employee and saying, hey, I don’t have anything for you today, do you have anything for me? And then they think, I don’t want to take up my manager’s time if I don’t have to, so I’m just going to tell them no. And then we push the meeting. And then the next week I’m out or you’re out. And then the week after that, we’re working on a deadline. And before you know it, a month’s gone by. And then we meet with them and we can’t even remember what we talked about the time before. And then we wake up in the middle of the night, we realize we’re missing a deadline. And what the heck? Why is the employee missing a deadline? So then we send them a curt message, and then we have an impromptu meeting, and we realize it’s our fault as the manager. We should have been managing our person, managing their performance, holding them accountable.

The employee is doing their tasks. And if you’re doing yours, a large part of yours is working with your people, seeing what obstacles they’re having, managing the timelines, the deadlines, the projects, making sure that things are moving forward. And that’s what happens when we push meetings. And I know we all do it, but how’s it going for you? It never went very well for me, I can tell you that. So take the time for the meetings, have the effective agendas, and follow through on our projects. You are going to be mind blown.

AI does the prep, the manager does the leadership

AI doesn’t run the one-on-one, right? It never decides what to do about what it hears. If someone’s checked out because they were passed over for a promotion, the summary can flag the pattern, but it can’t have the hard conversation. So we’re using AI as a tool, not as the decision maker. It’s not telling us what to do, it’s just summarizing so that way we can read through it and say, gosh, this is a problem, or this isn’t. You still have to decide how to have the coaching conversation, when to have it, the compensation conversation, the we’re about to lose a person conversation, because we can see it all.

AI does the prep, the manager does the leadership. That’s the big piece of this. It’s not taking the job of the middle manager. It is taking the admin off the middle manager, but while it’s taking the admin off the middle manager, it’s making the ability to lead so much better. But we’ve got to train them on the tools, the expectations on how to use them, and then we’ve got to hold the managers accountable to leading, to coaching, to having the hard conversations, to truly disciple their people, truly lead their people.

Holy resourcing

Human resources, I like to say it’s holy resourcing. And I know not everyone’s faith-based. It’s just, it’s a spiritual experience to truly connect with the person and make their life easier, or to tell them some truth that they can either receive or not receive. And if they can’t receive it, coaching them out of the organization to free up a spot for a person who would be truly blessed by it. I’m telling you, it is truly resourcing your organization. That’s what I like to do.

How to work with Salt & Light Advisors

So if you need help with any of this, if you’re a manager hearing this and thinking, this sounds great, but nobody actually even taught me the coaching part, I got promoted because I was good at the work. That’s so very, very common. Or if you’re an organization that’s like, okay, I need to help my managers. It’s not a them problem. It’s the single most common gap that I see. Most companies promote their doers, they hand them a team, they never build the manager underneath. So the admin hides it, because there’s so much admin to be done that then we’re like, well, they’d be a better manager, but they’re so tasked. Take the admin away, and that training gap’s going to get very, very visible very fast.

So if you actually want to build out the manager layer, the confident coaching piece that AI cannot do for you, that’s exactly what my organization can do from a consulting perspective. Or you can get them the HR Foundations course, which will start walking them through what policies they need to have, what hiring, what onboarding can look like. Or you can jump into the operational pieces, train them up on leave management, performance management, terminations, disciplinary actions. Or get into the more strategic piece, which is the workforce planning aspect, the cultural aspect, the engagement aspect.

So I’ve got coursework out there for you. You can go to saltandlightadvisors.com/resources to find any of my coursework. If you want to do some consulting with me, I recommend you start out with an HR audit so we can take a look at what’s built in your organization and what’s not built. And then I essentially do a gap analysis for you to say, okay, an industry of your size in your state, you currently have these things laid out, you’re missing these items, this is what I would attack first, second, and third based on priorities around law, compensation, cultural risk, all of that. And then I let you know, just plain, these are the things that you could be doing internally, these are the things that I can own for you externally. And then we either get into a contract together or we don’t. I’ve got three tiers to make sure that it fits the size of your organization. Then we’re off to the races.

So if you want to start there with me, you can go to saltandlightadvisors.com/contact and just say you’re ready to get started with an HR audit. Or if you want to start with a free audit, just to kind of get a baseline, I believe I’ve got 10 questions in there for you. I score you to let you know if you are risky, if you need attention, or if you’re in a solid place for your HR foundation. Just go to saltandlightadvisors.com/hraudit to get that free, real basic audit to get you started, just to even get your mind around what is HR and what is it that we’re talking about.

Your action item and what’s next

So that’s my resources for you. Be sure to subscribe to the show. Follow the show either on YouTube, Spotify, or Apple, wherever you’re listening. Please subscribe. It’s not going to hurt you. I’m not going to call you at home. Okay. I’m not going to invite you over to dinner unless you love sourdough pasta. But it’s going to make sure that you get notified of the next episode if you want to. Or turn off the notifications and just subscribe because you got value out of this and you’re trying to help me get into the hands of more small business owners, more leaders who could use this information. Because I know, I have full confidence that people need this. People need this information. We don’t talk about it enough.

So this week, here’s what I want you to do. I want you to do one thing. List every recurring task on your managers’ plates, put each one in a column. You can even just do all the tasks and then ask your AI, what could AI draft, or what does a human need to own out of all of these tasks? And it’ll start spreading it out. And then you can say, of the things that AI could do for me, how? What does that look like? What’s an SOP? You’ll be surprised at how much lands in that AI column. It’s your first step of your redesign.

Next week, we’re going to get into the flip side, because when you roll out AI, some of your team is going to quietly panic about it. So the next episode is going to be about how to manage the techno-stress that’s happening, the fear of becoming obsolete. We want to make sure that your people don’t tank out from this, because we need them, right? We just need them to be in roles that are a little bit more valuable. I’m not saying the admin’s not valuable. I’m just saying that now it can be outsourced to artificial intelligence. So let’s put them into something that’s actually fulfilling to them, fulfilling to the organization, and fulfilling to the people that they lead.

Folks, I know that leading people can be chaos, but this work is worth it. And I’m so, so humbled to get to do this alongside of you. So don’t waste the chaos. Embrace it. I hope to see you next week.

Resources To Keep Building

If your managers are about to have time they’ve never had before, take the free HR Audit to see whether your people systems are actually built to support coaching, performance, and the hard conversations. saltandlightadvisors.com/hraudit

🎯 Take the free HR Audit - Score your HR systems in 5 minutes and see exactly where your gaps are. 👉 saltandlightadvisors.com/hraudit

📚 Explore the HR coursework - Self-paced courses, tools, and resources to build your HR systems step by step. 👉 saltandlightadvisors.com/resources

✉️ Get the Monday Email - One practical idea for leaders, every Monday at 5:28am. 1,000+ leaders, 50%+ open rate. 👉 saltandlight.myflodesk.com/saltandlightadvisors

Need fractional HR support or want to talk through a specific challenge? 👉 saltandlightadvisors.com/contact

Kerri Roberts https://saltandlightadvisors.com
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EP 139: How to Lead Your Team Through AI Fear (Technostress and FOBO) | AI in HR Series
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EP 137: Scaling People Ops with Kristin Oja