t is apparent that Alaskans are getting back to work. You can tell by the lines at my favorite food truck and the parking lots of favorite restaurants.

Uniquely, many clients have reported that getting back to work means something very different. Over the past year, many AGC of Alaska member companies and their employees were considered “essential” and they didn’t miss a beat, while others may have been out of work for months.

In either case, it is also apparent that construction and road season is upon us and the need for clear and quality communication is as important as ever—from risk mitigation to job satisfaction, a focus on quality means a focus on communication.

Debra Hamilton asserts in her article “Top Ten Email Blunders that Cost Companies Money,” that miscommunication costs smaller companies of 100 employees an average of $420,000 per year.

In the current environment, the difference between a company that makes it and one that doesn’t could easily be its ability to communicate effectively.

Furthermore, following the past year and dealing with a pandemic, many companies have returned to work in a hybrid model with some attendees meeting in person and some virtually. From a small poll of twenty Alaskan executives, businesses are positioned to return to work but are certainly reducing their office footprint, requiring a commitment to continuing to leverage online tools. Additionally—and concerning—many of those interviewed admit that policies and workflows have not been updated concurrently. In response we suggest these top five questions to define your company’s new “business as UN-usual:”

• What are your remote work policies in relation to information security?
• With each project, are you conducting a facilitated “go live” or project onboarding?
• Has leadership defined a communication policy, both external and internal?
• In getting back to work, have you talked to your sub-contractors, vendors, or professional services team to align communication and avoid delays?
• Have you clearly built “check ins” for key staff, so that whether working in person or remotely, leadership is informed in real time of production or issues without delay?

These questions were relevant before the pandemic, and should be reviewed routinely. With changes to the work environment, technology, and challenges with employee attrition, businesses have adapted and are applying significant changes. Even with long-term relationships in place, clearly establishing with whom and how we communicate updates or emergencies, and identifying a back-up plan enhances production and mitigates risk.

A disciplined approach to communication and adaptation to a changing business environment is essential for the successful implementation of new processes. Simply “switching on” a new application and expecting teams to embrace it just doesn’t work. A disciplined approach that engages employees in developing new techniques will increase adoption and improve engagement.

Recently our team hosted a project kickoff facilitation that included several key stakeholders from Knik Construction to the Alaska Department of Transportation and Public Facilities, and all the subcontractors in between. This example is relevant because the stakeholders owned the outcomes. Our team facilitated difficult conversations that allowed the group to develop a communication strategy and identify an escalation ladder that supports an on time, on budget, successful delivery. These exercises are never comfortable, but result in launching a cohesive team.