![]() Maintaining a healthy back-and-forth between different departments will help your business refine the new processes and methods it’s implementing. However, meetings and communication from the top down aren’t enough to ensure effective communication. From a big-picture perspective, management should arrange meetings from the team level upward to ensure everyone can begin moving forward together. Communication is the heart of any organization.You can foster this sense of perspective through strong, open communication from management to employees. Every person involved in the organization should understand how they fit into the bigger picture and why these changes are necessary. Ensure each member of your team understands their role and responsibilities.While you should listen to employee input and weigh its merit, it may be useful to employ the following techniques to help bring employees on board with a newBAU. How to get your team to embrace a new business as usualĮven changes that are unlikely to cause problems may be met with resistance. Experienced members of the manufacturing team may have valid concerns that the QA step may interfere with the production workflow in ways the leadership has not foreseen.Ĭonsidering these concerns and addressing them clearly and calmly is key to getting team members on board with the new business as usual.Some helpdesk staff may feel confident handling phone calls but less confident in a position that requires them to be a fast typist.Employees may have sought a position because of a specific shift pattern that fits around their personal routines and family responsibilities.New workflows or procedures, such as adding a QA step in the middle of an existing manufacturing process.Įach of the above examples may be met with resistance for various reasons. ![]() For example, a helpdesk team that typically handles phone calls might expect employees to also answer livechat tickets. Changing employee shift patterns to reflect new opening hours.Some examples of changes an organization might need to implement include: Related: How to Make Distributed Team Meetings Engaging and Actionable Examples of common changes to business as usualĪny change to normal working practices could be considered a change to BAU. Transitioning to a new business as usual requires an open dialogue between leaders and employees to communicate the necessity of these changes, improve upon existing systems and keep employees motivated. The big-picture view of a leader can make it clear why the change is necessary, and the close-up perspective of employees can give them insight into the challenges they might face when implementing the changes. This is often exacerbated by differences in perspective. Alternatively, they might disagree with them simply need time to adjust. For example, people may not understand the changes. Tasks carried out to fulfill terms of contracts or agreementsĪny change in BAU could encounter resistance from your teams.Tasks deemed crucial to running the daily operations of the business.Outcomes or deliverables resulting from projects that are integrated into the daily operations of the business.Staff members carrying out their daily tasks, as defined by their job description.What is business as usual?īusiness as usual is an umbrella term that covers all standard, day-to-day business operations, such as:
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