Explain the problem you are trying to solve.
Start with a concrete operating issue rather than a broad announcement about AI. Describe the repeated task, the current friction, and the result you want the business to achieve. Give staff a clear way to ask questions.
This is an important leadership responsibility. If people do not understand the intended role of a new process, they may have to guess what it means for their day-to-day work. Clarity makes the discussion more useful.
Ask where the real exceptions live.
Invite team members to describe situations that do not follow the ordinary script. A request may arrive with missing information, an unusual priority, or a history that needs a person’s attention. These examples belong in the design and testing process.
Have the receiving team review what the proposed workflow produces. The information should help them continue the work. If it creates extra interpretation or repeated questions, use that feedback to refine the implementation.
Make participation part of the plan.
Name the people who will review examples, approve operating changes, and report problems. Give them a manageable process for contributing rather than expecting feedback to appear informally.
More than half of my staff have been with me for over five years. That experience reinforces how much operating knowledge lives with a team. Introducing technology should include a deliberate effort to understand and use that knowledge.
A practical check.
- Explain the operating problem.
- Ask staff to identify exceptions.
- Let the receiving team review outputs.
- Assign feedback and change-approval responsibilities.
The connection to Overcy.
At Overcy, my goal is practical AI implementation that supports the people in a business. Their participation is part of making the work useful.
Read why I’m building Overcy or explore Overcy’s current offering.