How should the adaptive leadership toolkit be communicated to the
organization's leadership to help gain buy-in?
The adaptive leadership toolkit should be communicated in a few
different ways. First the bare minimum should be via memo, email,
corporate newsletter. This first level of communication will give
leadership the ability to begin to understand and look into it,
however it cannot be the only venue of communication. The next
step should be a town hall style meeting where upper management
explains the process and the goals of the toolkit in a more high-end
approach then prior. Additionally, this is the time where the
applicable leadership can ask questions. A final step would require
those in the highest of upper management positions to bring forward
their expectations and buy in. During this whole process it is vitally
important for it to be clear that this process has buy in from upper
management and that this toolkit isn't in responses to what we as a
company do wrong but how we can be better. This three pronged
approach is how we are given information or alerted to changes in
philosophy as Pfizer. This approach of communicating expectations
and goals and showing support from corporate management goes a
long way in showing leadership what is expected and the importance
of taking this change with open hands and minds.
How can you ensure this communication strategy is sustainable
long-term, more than two years?
This communication strategy is sustained long-term by setting
realistic and attainable goals for the toolkit. Additionally, by showing
there is buy in with corporate management it can help leadership
sustain the movement. When upper management sets forward goals
that are SMART it allows for leadership to have a sense of direction,
defined organizational skills, and achievable goals.
