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 formally to
the organization’s leadership. Jakubiec (2019) establishes that
effective internal communication should be transactional and
symbolic, meaning that there should be two or more people involved
and it should represent a message between those two people. Formal
communications would be considered face-to-face meetings, such as
staff meetings, and email communications. These two ways of
communicating would help gain buy-in because the company will be
making an effort to implement all aspects of the adaptive leadership
toolkit. Staff meetings allow everyone in the organization to meet
with each other and train on the identified areas of weakness. Email
communication, while not as effective as staff meetings, would allow
the company to provide updates to training in between staff
meetings. My job currently sends information through email that is
necessary to everyday work but that cannot wait until the next staff
meeting. By utilizing these two forms of communication, the
organization will have more buy-in for the adaptive leadership
toolkit, as the leaders will know what is exactly expected of them and
how they can gain the identified skills going forward.
How can you ensure this communication strategy is sustainable
long-term, more than two years?
This communication strategy will be sustainable long-term as
organizations will always need to conduct staff meetings, and emails
can be sent easily and quickly to leaders or staff in regards to
information that cannot wait until the next staff meeting. In my
experience, staff meetings allow the company to have everyone
together to make sure they are trained on the same material at the
same time. Figliuolo (2016) suggests that thinking through every
aspect of the staff meeting will make it more effective and will make
sure the meeting stays to what needs to be discussed. By utilizing
this idea, the organization’s leadership can make sure each staff
meeting is only tackling concerns and training that needs to be done
at that very moment. Emails, which everyone uses nearly every day,
can be used to tackle any other concerns or training materials that
cannot wait until the next staff meeting or do not need to be
discussed at that particular time.
