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lead_u8rpl.docxCommunication Strategy Project Outline
In your responses to your peers, be specific in providing information about the outline they submitted, including the following:
· What specifically did you find useful in the outline?
· How was the outline organized? Was it done in a professional manner?
· Did the outline address all the sections? If not, what was missing?
· Would the outline be clear to someone seeing it for the first time? Identify the sections that were not clear.
· What are your recommendations for next steps?
Peer One Outline:
1. How will you frame your purpose/mission statement?
In order to frame my purpose for rolling out the new tool kit I would choose a mission statement that is motivating. Communication without motivation just becomes lecture and the viewers may or may not feel any need to cooperate. Choosing the statements that are the best motivation for the organizational success of the company and the satisfaction of the employees would be the way I would want to build my presentation.
2. What business objectives are you meeting by implementing the toolkit?
The most important business objective that I would hope to meet is organizational success. Improvements in the employee satisfaction survey results, as well as improvements in the business. Increased motivation, increased productivity, better employee and leader relations, stronger trust, happy employees and a successful operating business would name just a few accomplishments that I hope to meet.
3. Why have you targeted these specific leadership competencies? How are they relevant to the organization?
I believe the competencies that I have selected will most importantly provide organizational improvement. I have goals of providing employee satisfaction, but I want to target the success of the organization first. I believe that complying and protecting are relevant to the organization by targeting the security of the business. For example, in complying, if the business is not in compliance with specific laws and they wish to expand their business into other countries, this could be the biggest downfall of the business. Yes, I believe employees should have satisfactory feelings within the job, but my main target for leadership competencies is providing direction for leaders and employees to make sure the business is secure. Following business compliance and protection, I will move to further employee satisfaction results that would be more satisfying to the members of the team.
4. How will the organization and its employees see the benefits of using the toolkit?
The organization and the employee will see the benefits of using this toolkit most by continuing to have a secure business to work for. I hope to also provide an decrease in unsatisfactory survey results given by employees. It is important to meet both the needs of the business and the needs of the employee. I believe that when a business is secured, it is then able to provide a satisfactory work environment. Providing leadership training for competencies will also provide great results by directing leaders how to lead the team. If these expectations are clear employees can feel they work in a safe working environment. I would like to continue team communication to discuss any competencies that employees feel are not being followed even after a training process. I think that eventually less amounts of unsatisfactory results will be given over time if the goal continues to be focused on and followed.
5. When can they expect to see the benefits?
I have set a goal for training of leadership to be completed within 6 weeks of start. I know that not every goal will be completed by then that will increase every aspect of the survey results, but employees should see some improvements immediately after the training is completed, if not before that time. Leaders will have testing that follows training an must be required to pass testing. If the testing is completed successfully than behaviors should follow directly.
6. How will success be measured?
Success will be measured over time with the satisfaction survey results that follow the rollout of the new tool kit. Each time surveys are conducted, each survey should show improvement from the one prior. If these results continue to get more successful then we can measure the successfulness of the toolkit and make improvements if needed. There are also other various ways that the success of the toolkit will be measured. Decreased employee turnover rates, for example. Increased customer relations would be a second example.
7. How will updates be communicated to the employees?
The best form of communication to employees are company meetings. During these meetings we will discuss things such as survey results, goals and company statuses, expectations, any improvements to the toolkit over time, changes in direction, and benefits to leaders and employees for successful results. These updates will be focused on organizational improvement and employee satisfaction but are not limited to these examples. I believe monthly company meetings would be the best route to take. I also think that monthly employee satisfaction surveys should be conducted.
8. How can employees provide feedback?
It will be encouraged during these monthly meetings that employees provide feedback and suggestions. This would be a team discussion and it is required to have feedback from the entire team in order to provide direction for employee satisfaction. Each leader will also give the status of the success of the organization at this time, and provide any direction for the company to promote the best results. Feedback can also be provided in a more disclosed manner by the use of a company suggestion box. This will allow employees or leaders to write down concerns, suggestions, or issues down on paper and deliver them to a locked box located in the company for review by the Human Resource department or higher members of leadership.
9. What concrete steps will you take (see Kotter)?
The following steps will be taken to roll out the toolkit and create change:
· Create Urgency- create a need for change not just a want.
· Form a coalition that is powerful- gather a range of skilled and experienced people from all departments of the business. Creating a organization-wide level of support.
· Great a vision for the change- making sure that it can be easily understood and remains inspirational and focuses on the goal.
· Communicate the vision- use all networks and members of the business.
· Remove obstacles- remove anything that blocks the goal of the business without disrupting the business.
· Create wins that are short-term- use targets that are short-term to direct and motivate.
· Build on the change-Stick to the change even after its completion by providing continuous goal setting and analysis of continuous improvement.
· Anchor corporate culture changes- by keeping senior leaders on board with the goals and direction and keeping new employees aware of the goals. Rewarding and celebrating individuals who comply with the change to promote the change.
Reference:
Accipio. (2021). John Kotter’s 8 Step Change Model. https://www.accipio.com/eleadership/mod/wiki/view.php?pageid=136
Peer Two Outline:
1. How will you frame your purpose/mission statement?
Framing the purpose/mission statement is very critical. The statement are the words us as leaders use to explain to everyone else the organization’s purpose and direction. In this instance I want to create the purpose and mission that the leadership toolkit will have. The mission statement will have to be clear so that is can motivate the organization with the new vision. This will also set the primary objectives the toolkit will help meet setting the new tone.
2. What business objectives are you meeting by implementing the toolkit?
By implementing this rollout of the toolkit will meet several business objectives by using the SMART format to include:
Process objectives, which provide the groundwork that the business will need to achieve other objectives that include production and quality.
Behavioral objectives that focus on the changes the employees will be acquiring to improve their workflow and leadership skills.
Community-level outcome objectives which will be the overall success through production and quality that will happen trough behavior change also leading to a better organizational environment.
The first objective will include will be to improve soft-skills that will improve overall relating issues that are affecting mentoring and developing staff and impacting the process objectives.
The second objective will be to complete the trainings set forth within the implementation among management to include time management, public speaking, and executive soft skills training courses with certifications, impacting behavioral objectives.
The third objective will be to complete and construct reoccurring monthly team meeting as well as one-on-one meetings between leadership and the employees. These meetings will address expectations, goals, vision, concerns, and developmental plans from both leadership and the employee (open safe communication structure). All meetings will be documented by leadership and will impact community-level outcome objectives.
3. Why have you targeted these specific leadership competencies? How are they relevant to the organization?
The overall targeted leadership competencies are relating and controlling. Relating Fosters leadership tools that result in caring connections, team players, collaboration, mentoring, and developing. The area that is most relevant in a strong organization are mentoring and development. Controlling is a competency that fosters ambition and drive. The area that is most relevant too in a strong organization is fostering drive. To improve these competencies and tools the action plan set will set the management team with the appropriate guidelines to include trainings, monthly reviews, and set one-on-ones to begin to improve leadership styles while also improving staff development and morale.
4. How will the organization and its employees see the benefits of using the toolkit?
Relating creates connections among staff that also develops trust and respect. In order to improve mentoring and development nine strengths will be required by management to possess and actively practice. These strengths include having strong people skills, setting clear vision, being a team builder, being personable, being empowering, being a good listener, develop staff, have a positive attitude, an overall lead by example (Anderson & Adams, 2019). These strengths aid in mentoring and development allowing leaders to open two-way communication to actively receive feedback that is necessary in developing employees professionally and ensuring management is able to deliver communication that is received successfully (The Arthur W. Page Center, 2021). Within the employee competency survey this area is at a 100(high balance) in regards to the relationship task balance. To maintain this balance this includes leadership being able to distribute all communication to staff that is clearly received in mentoring and development.
Controlling aids in creating driven staff and leaders. Currently the organization has Low-Reactive leaders lacking the necessities to improve drive which include leadership that is committed to the business and self-improvement. Lacking tools include leadership that is capable to effectively communicate vision and goals with direction, a leader that has strong relating skills with staff, and a leader that has technical knowledge and innovative skills (Anderson & Adams, 2019). Adding that ability to drive staff along with mentoring and development will require leadership to set clear tasks, opportunities, and tone within the organization showing staff they are not only pushing for business requirements but also personal professional needs of the employees.
5. When can they expect to see the benefits?
By targeting areas within relating and controlling the whole organization will see benefits in personal development creating a positive and strong organizational environment that employees are proud to be apart of. The staff will be able to build their professional goals while being able to openly give ideas and concerns to better processes and procedures that can benefit the entire business.
6. How will success be measured?
The success of the toolkit will be monitored through completion of all training courses that are only individual professional developmental plans and leadership plans. Other ways to measure the success will be through evaluations that will allow leadership to received feedback on performance to allow or self-improvement.
7. How will updates be communicated to the employees?
Update will be communicated through several methods which include;
1. Team meetings.
2. One-on-one meetings
3. Direct e-mail
8. How can employees provide feedback?
Not all employees feel comfortable giving feedback so there will be several methods to deliver feedback to include:
1. The opportunity during open team meeting and the end of each meeting.
2. During one-on-one meeting with two-way communication occurs in a safe open environment.
3. Through direct email
4. Through anonymous survey.
9. What concrete steps will you take (see Kotter)?
With the roll out of the toolkit it will be important to use all of steps to include:
1. Create urgency: This will be depicted through the mission statement and purpose.
2. Form a powerful coalition: This will be depicted through past experiences showing how the toolkit could have impacted spreading the strong message that the toolkit is urgent.
3. Create a vision for change: This will be the vision that is created that can be easily understood by the organization in regards to the toolkit maximizing drive.
4. Communicate the vision: After communicating the vision it is important to generate the support on how the toolkit will benefit everyone individually and the business as a whole.
5. Remove obstacles: In this step it will be important to reduce barriers that will block for a successful toolkit rollout.
6. Create short term wins: Rewards for wins will come with personal development in being able to complete professional certifications that will benefit individuals in their careers.
7. Build on the change: This will be expressed by leadership by continuing to set goals and analyzing what needs to be altered to better the business.
8. Anchor the change will be adapted through leaders maintaining the toolkit throughout the organization to promote everlasting change.
Other Notes/References
The Arthur W. Page Center. (2021). Two Way Communication. Retrieved April 9, 2021 from, https://www.pagecentertraining.psu.edu/public-relations-ethics/transparency/transparency/two-way-communication/
