Communication Strategy for Adaptive Leadership Toolkit
Business Problem and how it will be addressed by Personal Development Plan and Leadership Toolkit
The adaptive leadership toolkit is a method used in management that assists the manager in reflecting their abilities and potential. The focus is on realizing the strengths and weaknesses that each person possesses and its contribution to the well-being of other employees and the company. The main gain of adaptive leadership is that it is conducive in circumstances that are not favorable.
Personal Development Plan
Creating a personal development plan aims and compares what can be achieved and that which requires more attention. The plan details the actions to be taken effectively and efficiently to solve some of the leadership challenges encountered in the company. The highlight is on precise communication tactics that are undoubtedly appealing to the leaders and individuals.
Adaptive Leadership Toolkit Developed
The development of the adaptive leadership toolkit aims and creating change in the management structure of the organization. A key intention is to realize the skills in leadership that can be used as strengths to improve on the standards of operations and those which are weaknesses, and there is a need for improvement. The toolkit makes it easy to have a comparative overview of leadership affect operations and the adjustments that can be made.
Trends in Leadership Strength and Relationship to Leadership Skills and Behaviour
Areas of High Score in Leadership
A key strength in leadership is interpersonal skills. Leaders in the executive team acknowledge there is a need for changes and adjustments to be made. Interpersonal skills make it possible to evaluate the resources that are currently available and within reach for use in implementation and those which require a boost. Through adaptive leadership, it is possible to share some of the experiences that will further enhance their respective strengths.
How the Analysis Informed Skills and Behaviour
The analysis of the high score informed the skills and behavior through the realization of required adjustments. There is an acknowledgment of the strengths, focusing on making them more valuable and effective (Acıkara, Kazaz, and Ulubeyli, 2017). More so, the evaluation positively informs the skills and behavior since the approach takes advantage of the ability and potential of each leader for the greater good of the company in general.
Trends in Leadership Weakness and Relationship to Leadership Skills and Behaviour
Areas of Low Score in Leadership
One of the areas of low scores in leadership is social intelligence. Most of the leaders in the company have less knowledge and information about the needs of other employees. There is a decline in the level of performance since there is no close connection between those in charge and the employees considered to be subordinated.
How the Analysis Informed Skills and Behaviour
The analysis was crucial in informing skills and behaviors in the adaptive leadership toolkit by realizing the needs for change and adjustments to be made. The evaluation made it easy to not the skills and behaviors that act as strengths and weaknesses and need improvement (Adeyinka-Ojo, Nair and Khoo-Lattimore, 2014). The analysis outcomes lead to creating approaches that could be used to adjust the leadership skills and behaviors that require a change. Each of the crafter solutions is specific to an entity.
Personal Development Plan
The inclusion of a personal development plan in the adaptive leadership skill increases the effectiveness and efficiency of implementation. It will be possible to bring value to the organization since individual strengths and weaknesses will be highlighted. It will be easy to realize the areas of improvement and adjustment. Personal development skills support is based on evaluation and implementation (Acıkara, Kazaz, and Ulubeyli, 2017). Changes that will be made will specifically address each of the organizational problems by incorporating a leadership skill. The strategies that have been stipulated in the personal development plan address the problem currently being experienced through an increased level of participation. Each member of the organization is made aware of the role that they have to play in creating solutions. Personal development and setting SMART goals make it easy to develop a leadership style since it will be goal-oriented. Each of the aims and objectives will have a specific solution increasing the level of anticipated outcomes.
Adaptive Leadership Toolkit
The adaptive leadership toolkit will be used to differentiate the skills between the distinct leaders in the organization. Some of the critical users of the framework include the managers of the various departments and supervisors of the employee at the bottom level of the leadership hierarchy. The managers form the target audience because there oversee the operations taking place in the various units. On the other hand, the supervisors are targeted explicitly because a direct relationship with the employee forms a significant population in the organization. The CEO and CHRO are the principal owners of the adaptive toolkit. One of the leadership skills incorporated in the tool kit is decision-making (Acıkara, Kazaz, and Ulubeyli, 2017). There is a need to weigh a leader’s potential to make a decision when faced with a dilemma. The other skill is listening, and the focus is on the leader’s potential to implement changes to the needs presented. Developmental skills and behavior will be able to address the business problem through the creation of a shift in how operations are done. The employee level of satisfaction is low when their leadership is not adequate. Focusing on the strength of leaders and improving on the weaknesses will solve the issue being experienced in the organization.
Rollout and Implementation
The timeframe for rollout and implementation strategies support the organization’s goals because there is the creation of a sequence for activities. The goal is to increase leadership skills and behaviors within two years. Therefore, the timeframe satisfied the objective by distributing all the operations in the two years duration. It starts in July of 2021, where the goals and aims are set, and there is the creation of the relevant strategies and extends to November 2020, where there is an evaluation to measure the level of performance. The approaches and strategies used in the design support the increased leadership skills element where there is sharing of information and working as a team to exchange information and knowledge (Acıkara, Kazaz, and Ulubeyli, 2017). The long-term gain is the achievement of outcomes that can serve the needs at the moment and in the future, even when leadership is transferred to other stakeholders.
Timeframe for Rollout and Implementation of Adaptive Leadership Toolkit
July 15 to August 15 – Strategies
The vision is to ensure that all the managers in the company have proper knowledge of the operations to be conducted and what is set to be achieved from the company’s prerequisite. Sufficient knowledge will ensure that the needs, goals, and approaches used to align with each other.
August 15 to September 15 – Goals and Priorities
The goals and priorities will be set within the timeframe, and the primary consideration is to align with the company’s mission and vision. In the end, there will be an increase in the level of success and performance of the involved stakeholders.
September 15 to October 15 – Establish and distribute the plan
In the establishment and distribution of a plan, an execution plan is designed, which will be used in the implementation process. A key consideration in the distribution is to ensure that the operations correspond to all the involved parties.
October 15 to November 15 – Process Sequence
Process sequencing entails the prioritization of operations based on their significance. The most critical operations are given an upper hand while the less important and handled later. It is vital to follow the mission and vision of the organization in the timeframe.
November 12, 2022 – Assessment
In the assessment, the primary intention is to weigh and make a comparison between the desired goals and the outcomes that have been obtained after implementation. There is the determination of whether or not the vision and mission of the adaptive leadership toolkit have been met.
Metrics and Deliverables
Metrics and deliverables are essential in depicting the changes that have taken place, the progress made, and the needed adjustments for further improvement. In the rollout, there are metrics included for the implementation of the adaptive leadership toolkit. One is a timeline that will depict the duration, and the other is the level of satisfaction in the application of the design. It is vital to realize that the metrics and deliverables align with the set goals and objectives. Therefore, there are more specific to the change that is needed, increasing the level of success. The end goal is to realize some of the operations that have been done within the stated deadline and operations that still require resource allocation to increase the level of efficiency and effectiveness (Abyad, 2018). Each metric correlates to each other since the attainment of one implies the increase in the level of success for the other. For instance, if the approach used in communication is successful, it implies that several target populations that will have received the data will equally be on the highest level.
How to Measure Success
The target milestone will be specified at the start of the approach used for adoption, where the critical intention will be to assist with communicating the targets set to be achieved at the end. Identification will be more appropriate if there is verification of the dates planned for the activities. Timely delivery of the operations based on the plan that has been stipulated will indicate a high level of success in attaining some of the milestones. Therefore, timeline setting is a fundamental approach that will play an essential role in realizing the level of success in reaching the goals and objectives. If there are impacts in the dates that have been set for performance, then the level of success will be low since activities taking place will be behind schedule. It will be crucial to implement a corrective action that will make sure things are moving according to the pace that has been set and stipulated in the timeframes.
Important Milestones
One of the most crucial milestones to be considered for tracking progress in determining the level of performance of the various leaders. The step aims are to evaluate if any changes have taken place in the sections where there were weaknesses. A decline in the weaknesses will be a good indicator of the progress that has been made. In the milestone, the primary consideration will be the number of leaders willing to adopt the adjustments and those who are resistant. Progress can only be determined by comparing the position at the start and the new implications in the process. Another significant milestone for tracking progress is the level of effectiveness of the communication strategy implemented. The outcomes will depict if the message was effectively delivered to the target population within both the internal and external environment. Progress is not a one-day entity as it requires a lot of time for implementation and adoption. Time is the last milestone that can be used to measure progress. The longer it takes, the less effective the progress will be happening.
Methods for Communication
Communication is crucial and essential in all aspects of an organization. Effective communication ensures low resistance to change and an increased rate of adoption among the company members. Relevant adaptive leadership toolkit can be communicated to the stakeholders through scheduled meetings. The main intention is to place the internal organization members in a position where they can relate and resonate with some of the operations that are taking place. The schedule will aim to provide an update on the toolkit by highlighting the progress made within the stipulated time. The milestones that have been achieved will be communicated in the meeting. There will be an opportunity for making suggestions on the adjustment that needs to be made to realize the remaining operations within the stipulated time. The central goal of the methods is to ensure that everyone is at par with each other and aware of the processes which have been implemented.
Communication to Leadership to Help with Buy-In
Communication towards leadership to assist with gaining the buy-in is through negotiation. Leadership plays an essential role in determining the effectiveness of a change process taking place in an organization. Obtaining the needed buy-in through communication in leadership required an approach that would be convincing. The design of negotiation aims and discusses with specific leaders, especially those likely to be resistant, as a way of communication. They will be provided with the needed information, and a key highlight will display the advantages of the operations (Abyad, 2018). The communication needs to be convincing enough to the extent that it will make them join in on the change movement. Direct communication to a leader will make it easy to capture the attention of other employees attention within the department. The leaders will act as the agent in the communication process, and the rest are more likely to emulate the same.
Communication to Intended Users
The approach used to communicate to leaders might be similar to that of the intended users. But a fundamental similarity will be on making sure that the approach mainly highlights the gain to capture the attention of the target population. Obtaining buy-in from the intended users will require the implementation of a decision-based communication plan. In the approach, the communication will leave a space for the users to suggest what they think and some areas that need improvement. Through the methods, the intended users will buy into the ideas since they will feel that their needs have been incorporated and they have not been left out (Adashi, Walters, and Menikoff, 2018). Other than just passing the information to the individuals, their opinions and decisions matter significantly in the implementation. Resistance to change is avoided in the implementation of the communication designed to address the worries and needs of the consumers or users.
Feedback and Communication Strategy
Continuous improvement entails the creation of a strategy that will lead to the realization of the set goals and objectives. The main idea is to ensure that the process is cyclic and there is an increased assessment of the sections that need adjustments. A primary strategy that can be used to provide feedback and communication is the establishment of a bottom-up approach. The intention is to ensure that information flow from those in the lower levels of management to members of the executive team at the top. In the process, it will be easy to realize the level of effectiveness of some of the approaches that have been implemented in the organization, and collection of feedback in terms of response will have been made easy. Application of the strategy will be beneficial since every individual in the organization impacted by the adjustments and changes taking place will be a part of the decision-making process.
How Employees Will Provide Feedback
Employees in the company will provide feedback on any roadblock, issues, or ideas for improvement through their representatives. They will air all their concerns to the supervisor, who will be a part of the meeting and will be able to present the issue to the board of management. The strategy aims to ensure that a protocol is followed in communication and all the detailed information has been included in the decision-making processes (Abyad, 2018). Lastly, there will be a suggestion box placed in a strategic position to collect views and opinions from the employee at the different levels of management. Since all the workers cannot beget the chance to talk, it will be much easier to write down their feedback and ideas for improvement and place them in the suggestion box. The executive team will be able to review them and offer the needed recommendations.
Communication on Updates and Feedbacks
Any updates on the progress being made of adjustments that need to be implemented will be communicated to the stakeholder within the organization’s internal environment. Communication of such feedback can be done with the help of tools such as emails, memos for the company, and several media platforms that are suitable to all the members. The main focus is to ensure that the communication is timely and effective. The external stakeholders will not be left behind as they will be communicated to using newsletters, pamphlets, and the website for the company (Adashi, Walters, and Menikoff, 2018). The steps mentioned earlier will be used in the implementation of feedback that has been obtained from staff members and other stakeholders. The design that will be used in the communication of the feedback and updates aims to ensure that even the workers at the grass-roots level will get the needed information that will assist with the implementation of the proper practices and improve the level of performance.
References
Abyad, A. (2018). Project management, motivation theories and process management. Middle East Journal of Business, 13, 18-22.
Acıkara, T., Kazaz, A., & Ulubeyli, S. (2017). Evaluations of construction project participants’ attitudes toward quality management in Turkey. Procedia engineering, 196, 203-210.
Adashi, E. Y., Walters, L. B., & Menikoff, J. A. (2018). The Belmont report at 40: Reckoning with time. American Journal of Public Health, 108, 1345-1348.
Adeyinka-Ojo, S. F., Nair, V., & Khoo-Lattimore, C. (2014). Case studies approach in tourism destination branding research. SHS Web of Conferences, 12, 1-8.
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