Beyond the AI Layoff Fear

A company lost an employee described as an all-star, and within weeks his workflows were automated or deprecated, leading to fears among remaining staff about their own job security. The author, an experienced software developer, argues that employees must shift from low-leverage execution to high-leverage building to thrive in the new economy, drawing parallels to the adoption of Excel and other tools.

Beyond the AI Layoff Fear: Building Personal Agency in a New Economy I recently worked with a company that lost an employee every one of his co-workers described as an all-star. I was able to view his corpus of work and he was obviously very caring, detailed, and accountable. He caught all the balls that were being juggled. And he burned out. His fellow teammates were stressed about how things would get done in his absence. Within a few weeks, we had broken his workflows down. We automated many of them. We determined others could be deprecated because they weren’t mission-critical. The emotional burden of losing a good teammate was still raw, but the operational burden his departure created was largely mitigated. That is when the fear started. His teammates had been worried about how the work would get done without him. Then they watched it get done without him, and they learned the business did not intend to replace him. If the company could absorb the loss of a high-production contributor, what did that say about everyone else? One senior employee pulled me aside. He admitted he was scared. He didn’t know how to navigate this changing landscape, he didn’t know where to start, and he felt too overwhelmed to find the time to figure it out on his own. He asked me directly: “Am I next?” That’s a reasonable question in a news environment dominated by headlines about AI replacing humans. His problem wasn’t a lack of intelligence, creativity, or willingness. He recognized the benefits of the new economy and the risks of not becoming a part of it. He had no idea where to start. The “Pat on the Head” Identity Crisis To understand why this transition is scary for many employees, look at how value has traditionally been measured inside organizations. For years, employees have been rewarded for effort and execution. They are “patted on the head” for spending eight hours wrestling with a complex spreadsheet, coordinating across departments, or manually processing files. The effort itself was the proof of value. They receive a “good job ol’ chap” and a paycheck. THE TRADITIONAL VALUE LOOP 8 Hours of Effort ──► Manual Output ──► Reward When new tools compress that eight-hour job into one hour, there is visible amazement. And then there is visible fear. If the thing you are rewarded for doing suddenly takes no time at all, it feels like your worth to the company has vanished overnight. People aren’t afraid of technology. Their identity as a valuable contributor comes under threat. THE DISRUPTED VALUE LOOP 1 Hour of Output ──► "What am I getting paid for now?" ──► Fear The Shift from Effort to Leverage The transition out of this fear isn’t about teaching people how to code or forcing them to become tech experts. It is about helping them shift from low-leverage execution to high-leverage building . Thirty years ago, nobody was born knowing how to use Excel, Lotus 1-2-3, or Microsoft Word. Secretaries, accountants, and office managers had to learn those tools from scratch. The ones who did didn’t replace themselves; they multiplied their output and became central to how the business operated. The exact same paradigm shift is happening today with a new set of accessible tools. Low-Leverage Execution High-Leverage Agency Doing the task manually Building the workflow ┌─────────────────────────┐ ┌─────────────────────────┐ │ • Rewarded for effort │ ───────► │ • Rewarded for outcomes │ │ • Time-constrained │ Mental │ • Unlocked capacity │ │ • High risk of burnout │ Shift │ • Direct business impact│ └─────────────────────────┘ └─────────────────────────┘ I’ve written software for a long time. One of the most fun experiences is when you show someone a piece of software that solves a problem for them. It’s like showing a magic trick to a kid. I never get tired of those unveilings. Now, many of my unveilings breed anxiety. There is a fear that I am there to take their job. While I often have specific deliverables to execute on, the most valuable output I deliver is the investment I make in existing employees, helping them make the mental shift into high-leverage work. This is my high-leverage contribution. When you help an employee find that first practical foothold, showing them how to use modern tools to solve a problem they face every day, an “aha” moment occurs. They realize these tools aren’t there to replace them. They are there to give them agency . How Leadership Trust Is Built I spent time with the senior employee who asked me “Am I next?” , and we built his first tool together. It pulled the full history on a customer service issue in seconds. That had been costing him an hour of research every time it came up. When that senior employee and his teammates saw that we were investing in them, the entire dynamic in the office shifted. By showing them how to bridge the gap between their daily friction and these new capabilities, fear turned into trust. They realized the goal was not to eliminate their roles, but to release them from low-value grind so they could do work that actually mattered. This shift transforms how leadership views the workforce as well: - Before the shift: An employee trapped in low-leverage work looks like a cost center running manual loops. When they leave, the company has an opportunity to lock in savings. - After the shift: An employee who learns to use modern tools to absorb demand becomes a growth engine. The company no longer looks for ways to cut them; it looks for ways to invest in them because their capacity to drive outcomes has multiplied. Acquiring the Skill The employee who burned out under the weight of manual work never got the chance to make this shift. Had he been a part of our exercise to acquire these high-leverage skills, I have no doubt his impact on the company would have expanded dramatically. His former boss agreed and lamented the opportunity cost. For modern employees, my message is straightforward: this is an acquirable skill . You do not need to wait for a top-down corporate initiative to start. The shift begins the moment you look at a repetitive task and ask: “How do I move from doing this manually to building a tool that handles it for me?” That mental transition is where your value explodes in the new economy. It turns technological change from something that happens to you into a tool that works for you. This is a field note from the Urnicus practice. For more writing, visit the field notes.