Leaders Address FOBO Amid Rising AI Anxiety in Workforce

In recent years, discussions surrounding artificial intelligence (AI) and automation have surged, leading to heightened anxiety among workers about their future roles. This phenomenon, termed FOBO (Fear of Becoming Obsolete), is affecting 22% of U.S. employees, a notable increase from 15% three years ago, according to Gallup research. As leaders, it is crucial to recognize the impact of FOBO on team dynamics and morale.

FOBO differs from its earlier interpretation, ‘Fear of Better Options,’ which described decision paralysis due to excessive choices. The current version reflects deeper concerns about identity, purpose, and job security, rooted in basic human needs. Team members may exhibit changes in behavior, from a once-confident individual becoming hesitant about new technologies, to high performers exploring more stable job markets, or employees hastily enrolling in certification programs without clear goals.

These reactions often manifest physically. Signs such as tense shoulders, shallow breathing, and clenched jaws indicate a state of fear. This physiological response can hinder essential cognitive functions, such as creativity and problem-solving. The instinctual reactions of fight, flight, or freeze may not be suitable for the complexities introduced by modern technology.

Instead of rushing to implement strategies or solutions, leaders should focus on fostering an environment that encourages creativity and engagement. Dr. Amanda Blake, a leadership researcher, emphasizes the need to connect with curiosity and possibility, rather than succumbing to the urgency of immediate action. By doing so, leaders can help their teams navigate uncertainty while maintaining their creative potential.

To address FOBO effectively, leaders can adopt several strategies: 1. Encourage exploration of new technologies as tools for self-reflection. Employees can engage with AI systems to understand their reactions and identify sources of fear. 2. Differentiate between knowledge and expertise. While AI can process vast amounts of information quickly, human skills such as creativity and critical thinking remain essential for mastering complex tasks. 3. Uncover hidden factors influencing team dynamics. In times of change, it’s vital to identify gaps in knowledge rather than focusing solely on existing competencies.

Rather than framing conversations in binary terms, leaders should communicate with nuance. For example, instead of stating, ‘We know everything about AI’s impact,’ leaders could clarify what is known, what is somewhat certain, and what remains uncertain. This approach allows teams to feel safe in acknowledging the unknown while still moving forward.

Promoting an atmosphere conducive to creativity means allowing time for reflection. Instead of pushing for immediate answers, leaders should provide structured opportunities for deeper thinking. When team members transition from fear-driven responses to growth-oriented behaviors, they engage more with new technologies, thoughtfully pursue skill development, and collaborate to explore emerging opportunities.

Success will be evident when team members demonstrate curiosity about technological advancements instead of defensiveness. Employees who once felt compelled to collect certifications will begin to ask insightful questions about applying their skills. Moreover, leaders who were previously overwhelmed by technological challenges will gain clarity in their decision-making processes.

Ultimately, the goal is not to eliminate fear entirely; a certain level of concern can be constructive. The challenge lies in guiding teams to engage with uncertainty proactively, fostering an environment where creativity and exploration thrive. Successful leadership in the age of AI involves not only managing technology but also nurturing human potential amid evolving challenges. As we face an increasingly technological future, the focus should shift from avoiding obsolescence to enabling individuals to thrive as unique contributors.