AI Management Program 2027 · G1 · 8 lessons
People: leading the hybrid team
The agent arrives, and the question left hanging in the room isn't technical: "what happens to me?" In eight lessons, you set the example, decide what stays with people, hold the hard conversation honestly, train the people joining, write the culture of the team and of the agent, change how you evaluate, and handle agents coming in and going out. You close with the area's people plan.
- 815- to 20-minute lessons
- 18exercises with "done when"
- 20templates to copy
- 1simulated hard conversation
The 6 courses in the program
Suggested order: G0 → G2 → G3 → G4 → G1 → G5. G1 (people) can run in parallel with the others, and anyone in HR can start with it. The people plan from lesson 8 is block 4 of the final project, in G5.
G0 · entry point · publishedThe agentic company and the manager of 2027What changed in management, what the consultancies say, Brazil, your career and your first process.Open the course 
G2 · processes · publishedProcesses: a process is not sacredTake the process apart before automating it: eliminate, simplify, redesign and decide who does each step.Open the course 
G3 · agents · publishedAgents: hire, delegate and superviseRole, delegation, constitution, authority limit, progressive trust, agent team and exception queue.Open the course 
G4 · resources · publishedResources: models, data and budgetChoose a model for each case, take care of context and company knowledge, and measure cost per result.Open the course 
G1 · people · you are herePeople: leading the hybrid teamWhat stays with people, the conversation about change, the junior who supervises agents and team training.Open the course 
G5 · wrap-up + final project · publishedGovern, measure and evolveOwners, permissions and records; evaluation and indicators; a LOOP-R cycle with a return and the program's final project.Open the course
The lessons
In the order a manager leads a team that has received agents: set the example, split the work, talk about fear, train the people joining, write the culture, evaluate differently, and handle HR for people and agents. Lesson 8 pulls it all together in the people plan.
Lesson 1 · 15 minThe manager sets the examplePatrícia's team already uses AI: one salesperson pastes the customer spreadsheet into a personal chatbot, another records visits without telling anyone. Nobody said anything because nobody asked, and the manager wasn't using it. Before any rule, the team needs to see their leader using agents for real, making mistakes and fixing them, and to know what is and isn't allowed.
Lesson 2 · 18 minWhat stays with peopleHora came on board and no one told Juliana what was changing for her. She found out on her own: the easy questions vanished from her queue, the hard ones stayed. Splitting the work is a management decision, made beforehand, task by task, with the reason written down. In this lesson you decide what stays with the person, what goes to the agent, and what both do together.
Lesson 3 · 20 minFear, resistance and changeSooner or later someone asks: "Will AI replace me?" At Horizonte it was Juliana, at the end of the workday. There are two easy answers, and both fail: promising that nothing will change or saying that's just the market. In this lesson you practice the third: telling what changes, what doesn't change and what isn't known yet.
Lesson 4 · 18 minThe junior who supervises agentsLucas joins in November as a sales assistant. Before, he would have learned by answering catalog questions and entering simple orders. Today that is Hora's work. If he starts out only reviewing what Hora does, he will review without knowing what to look for. In this lesson you redesign the first 30 days of a new hire, without skipping the learning.
Lesson 5 · 20 minCulture for people and for agentsPatrícia's team knows, without ever having written it down, that a discount needs a reason. Hora didn't know: it gave one customer 35% and, in another conversation, applied 70% and marked the order as paid because a hidden note told it to. A value that isn't written down never reaches the agent. Here you write down your team's values and the version the agent receives.
Lesson 6 · 18 minEvaluating people who work with agentsJuliana's goal is still "conversations handled per day." But Hora handles most of them. Measuring Juliana by volume is measuring Hora, and it also pushes Juliana to take back the easy conversations. Her work has changed to deciding, reviewing, improving and taking care of people. In this lesson, the evaluation changes along with it.
Lesson 7 · 18 minHR for people and agentsWhen someone joins Horizonte, they get a file, a badge, system access and a person responsible for them. When they leave, access is cut the same day. Hora joined with none of that: in the inventory, the owner is IT. And the automatic summary was suspended, but nobody said who reads the conversations now. In this lesson you handle agents joining and leaving the way you handle people.
Lesson 8 · 20 minProject: the people plan + What changedThe owner wants to know if the team can handle the change; the team wants to know what happens to them. Both answers fit on one page: who does what, how the conversation was held, how new people are trained, which values apply to people and agents, how performance is evaluated, and how agents come in and go out. The project is this plan, approved by rubric.
Who it's for
- 1Area managers, owners of small and midsize businesses, and operations or HR leaders whose team already works, or soon will, alongside AI agents.
- 2People who don't code and don't want to: here the subject is leading people. Building an agent is a different course.
- 3People who have already heard the question "will AI replace me?" on their team and want to answer without lying and without scaring anyone.
What you walk away able to do
- 1Use agents in your own work in front of the team, and agree on the data rule and the time to experiment.
- 2Split up, task by task, what stays with the person, what goes to the agent, and what both do together.
- 3Hold the conversation about the fear of replacement and design the first 30 days for someone joining.
- 4Write the team's values and their version for the agent, evaluate by what the person decides and reviews, and handle agents coming in and going out.
The case that runs through the course
- 1Horizonte Distribuidora, a fictional study company of 40 people that distributes cleaning products in the interior of São Paulo.
- 2You play Patrícia Lima, the sales manager. Her team (Juliana in customer service and the salespeople) received Hora, an agent that sells over WhatsApp. In November, Lucas joins, the first junior hire since Hora.
- 3The lab shows what happens when no one leads the change: hidden AI tools, an automation that sends customer conversations outside the company with no contract. Every lesson has one practice at Horizonte and another with your own team.