9-1 Project Submission: Communication Strategy for Adaptive Leadership Toolkit
Southern New Hampshire University
MBA-530 Leading People & Organizations
Instructor: Brenda Geer-Frazier
January 13, 2023
This report will explain the breakdown of the communication strategy for the rollout and
implementation of the adaptive leadership toolkit. It will summarize the current business
problem and show how a personal development plan and adaptive leadership toolkit can rectify
A trend in the survey shows that any related questions regarding supervisors or how the
employee perceives leadership are rated poorly. They established this evidence in the current
year's employee satisfaction survey. The first step in improving this situation requires
understanding the root cause of the problem. The evidence shows that the poor ratings attribute
to the perception of leadership and leadership support. The organization must implement an
adaptive leadership toolkit with a personal development plan to rectify this.
I tailored an adaptive leadership toolkit to tackle persistent problems by improving specific
leadership skills. By utilizing the toolkit, leaders can identify their strengths and weaknesses. The
toolkit will give leadership skills to identify, analyze, and act appropriately on the best response
to these focus areas. Being an adaptive leader has been shown to have positive benefits such as
improvement in leadership bench strength, adaptability in leading a company through changes,
an increase in retaining high talents, and improved business performance (Samaras, 2020).
A personal development plan improves the adaptive leadership toolkit. It is a way of keeping
accountable and measurement of goals or objectives. SMART goals are a tool used to create a
personal development plan and can aid in improving success in those goals or objectives.
Research has shown that goals written down are 42 percent more likely to be achieved (Hyatt,
By creating a personal development plan and adaptive leadership toolkit, the organization will
have the means of improving this business problem. The adaptive leadership toolkit will be the
framework for identifying the best leadership skills needed, and the personal development plan
will guide leaders in getting there.
The survey shows favorable trends for working conditions and job satisfaction. Survey
questions around this focus area are rated 75 percent and above. This trend indicates that
employees are satisfied with the organization and the working conditions. These positive ratings
directly correlate to skills and behaviors in the adaptive leadership toolkit and prove that
implementing them yields results. Great Place to Work Research has shown that employees who
are proud of their work are six times more likely to endorse their work to others and two times
more likely to stay long-term (Hastwell, 2022). Study proves that leaders fostering a positive
work environment are critical to the organization's success.
According to the satisfaction survey, leadership scored well in aligning the organization's values
with their employees. We can see evidence of this with questions such as providing employees
with a sense of fulfillment and purpose in their jobs and commitment to helping employees fulfill
their family and other responsibilities. They stated that personal values drive commitment and
are the means to increasing motivation and productivity (Kouzes & Posner, 2021)
The analysis performed on the survey helped identify the current leadership strength in this
organization. By understanding this, we can continue to maintain and improve on it. In addition,
this can be used as empirical evidence when creating an adaptive leadership toolkit for other
Evidence shows that the areas of weakness are working conditions. However, these
survey questions are focused on the site of supervision. Employees' perceptions of their
supervisors are that they need to be supported and appropriately acknowledged. The ability of
supervisors to build a relationship with their employees needs improvements along with their
communication skills. They can learn these leadership skills and behaviors using the adaptive
Questions in the survey, such as I trust my supervisor and they scored my supervisor talks with
me to help me determine my training and development goals the lowest. The low score is
evidence of poor communication skills by supervisors. They stated that communication is the
thread that enables leaders to create a culture of trust (Cummings, 2017).
However, the analysis shows the area that needs improvement and allows leaders to tailor the
adaptive leadership toolkit to the skills and behaviors needed for development. The toolkit will
also measure the desired results and inform leadership if adjustments are needed.
Personal Development Plan
A personal development plan is a roadmap on how you will achieve your set goals. It is
to define and measure your progress in achieving those goals. One method of conducting a
personal development plan is by using SMART goals.
There are five parts to creating a SMART goal, and they consist of being specific, measurable,
attainable, relevant, and time-based. Following these SMART guidelines improves the chances
of successfully reaching the targets. In a study from the Dominican University of California,
76% of participants who wrote down their goals and shared weekly progress with friends
achieved them over four weeks (Student life articles, 2022).
In adding a personal development plan in conjunction with the adaptive leadership toolkit,
leaders will have a well-structured outline to support the adaptive leadership toolkit. To simplify,
the adaptive leadership toolkit helps show what areas in leadership need improvement, but the
personal development plan will guide us on how we get there.
The personal development plan addresses the business problems by giving supervisors
guidelines. Supervisors must be specific in setting goals and ensuring that progress toward them
is measurable. They are ensuring that the goals are achievable within the time frame. They verify
that the goals are relevant to the organization's objective. Lastly, the goals are time-bound.
Using a personal development plan and SMART goal setting will help supervisors build their
organizational leadership styles. It will help supervisors find focus and direction on the skills
they want to improve. It also allows supervisors to evaluate their strengths and weaknesses,
which can help them set benchmarks. Someone can use continuous personal development plans
and SMART goal setting to obtain the desired leadership style.
Adaptive Leadership Toolkit
Everyone in the organization can benefit from the adaptive leadership toolkit. They
developed the toolkit to improve skills to tackle adaptive problems. Individuals in positions
dealing with issues that have no straightforward procedure for resolution should also be a target
for developing an adaptive leadership toolkit. In addition, it should be a requirement for anyone
in leadership and management positions to develop an adaptive leadership toolkit.
They will break ownership of the adaptive leadership toolkit down into two levels. The first
ownership level will be direct managers to the workforce. It allows managers to work with their
constituents in developing a personal development plan for the adaptive leadership toolkit. It will
ensure that skills and behaviors align with the organization's values. The second ownership will
be the leadership and training team. Ownership here will allow for one single origin of truth that
can be altered accordingly for the business needs and disseminated for standardization among the
Leadership Skills and Behaviors
Leadership skills and behaviors identified through the adaptive leadership toolkit that can
address business problems are delegations, mentorship, recognizing potential, and empathy.
They recognized these skills as tools for bridging gaps between supervisors and employees.
Looking back at the employee satisfaction survey, the question I trust my supervisor scored 24
percent in the current year. Using delegating skills enables others to act and further builds a
relationship between supervisor and employee. The action of delegating requires both parties to
trust in one another. It will lead to employees feeling appreciated and respected.
For another survey question, my supervisor talked with me to help me determine my training and
development goals, scoring 25 percent. Supervisors can improve their mentorship skills to teach
and guide their employees to be their best.
In the focus area of reward and recognition, the question of when people work extra hard to meet
their goals, they are rewarded accordingly scored 31 percent. However, developing skills to
recognize potential helps supervisors to identify and acknowledge their employees'
Lastly, the survey question, when I am having difficulty, my supervisor is there to support me, so
I do not feel abandoned, scored 35 percent. Supervisors with empathy skills will have the
perspective to understand the difficulties their employees face. Having a clearer perception of
another view will allow supervisors to support their employees better.
Rollout and Implementation
We must consider many factors before determining the rollout and implementation of the
adaptive leadership toolkit. The organization has over 350 employees in Tampa, Florida
headquarters and its three plant locations. A need to identify the environment to conduct training,
the length it takes for training, and the budget figured out.
When all the factors meet, rollout and implementation have four phases, each six months long.
Phase one will be a pilot run on a location with fewer employees. During this phase, the
organization will announce the project to the workforce. Phase two will identify any areas of
improvement and refine the rollout and implementation at the remaining plant locations. Phase
three will consolidate all data from phases one and two and finalize the rollout and
implementation to all sites. Phase four will end the rollout and implementation lifecycle and
yield the project's results.
Metrics and Deliverables
To measure success, they must create goals. SMART goals can be used globally as a
guideline for this. Each phase of the rollout and implementation will have individual goals to
track the project's progress. At the same time, the main project will have goals to measure the
overall success of the rollout and implementation.
The organization will perform an instructor-led presentation to employees in leadership
positions. The participant will build their development plan and adaptive leadership toolkit.
The target is for 95 percent of participants to build their development plan and adaptive
leadership toolkit by week three of phase one. Participants' development plans and adaptive
leadership toolkits will be kept in their training profiles for tracking.
Promote the number of participants to use their development plans and adaptive leadership
toolkits by sending out weekly surveys for feedback.
Encouraging personal development plans and adaptive leadership toolkits will progress the
adoption. Having participants improve their leadership skills will help address the business
They integrate the adoption and use of a personal development plan and adaptive leadership
toolkit in six months.
Some significant milestones to think about are the completion of training, the creation of
the personal development plan and adaptive leadership toolkit, and the results of the employee
engagement surveys. Each one of these milestones is critical for the success of this rollout and
implementation. These milestones are dependent on the success of the previous objective.
Methods for Communicating
We can start by making meetings more efficient. A survey conducted on senior
management by Harvard Business Reviews states that "65% said meetings keep them from
completing their work. 71% said meetings are unproductive and inefficient. 64% said meetings
come at the expense of deep thinking. 62% said meetings miss opportunities to bring the team
closer together (Harvard Business Review, 2017)." It is best to keep meetings as short as possible
to maintain the effectiveness of the message.
Find a Champion that has creditability to the audience. The audience must trust the person
delivering the organizational toolkit. It is tactical to gain a trusted associate of the audience to not
only buy in but also deliver the message to his or her peers.
Understand the audience's concerns. Before presenting the toolkit, we need to identify possible
concerns and prepare to address them during the delivery. Preparation shows leadership that
strategic plans have mitigated foreseeable issues.
Plead our case to leadership. The strategy is to portray the possible outcome of implementing the
leadership toolkit and show tangible evidence through studies. It is easy to say that doing so will
have this desirable result, but without data to back up the claim, it does not inspire confidence,
which can be detrimental to a buy-in.
They should use a different communication approach for the intended users. It is an
opportunity to discuss the engagement survey results and show how the adaptive leadership
toolkit can help rectify that. It should be in a setting with their peers and informal. An informal
setting will set the tone for the room and not make it seem like this is a disciplinary session. It
will also invite participants to question and debate the topic freely.
Feedback and Communication
Participants will be encouraged to provide feedback on any roadblocks, issues, or
improvements about this project. During the training process, instructors should emphasize the
importance of feedback to the participants. Creating an environment where feedback is wanted
will promote input on the project's progress. They should inform participants during training of
the channels they can utilize to provide feedback. Channels could include talking with their
direct supervisors, emails, monthly surveys, and intranet forums.
All feedback data should be extrapolated and presented to leadership. Leadership can then
determine if changes to the adaptive leadership toolkit are required. The leadership and training
team should adjust any modification to the adaptive leadership toolkit. They will then conduct
training with the update to previous participants.
Cummings, K. (2017, December 8). Trust, communication, and leadership: The three laws of
influence: ATD. Main. Retrieved January 12, 2023, from
Harvard Business Review. (2017, June 26). Stop the meeting madness. Harvard Business
Review. Retrieved January 13, 2023, from https://hbr.org/2017/07/stop-the-meeting-
Hyatt, M. (2022, October 20). 5 reasons why you should commit your goals to writing. Full
Focus. Retrieved January 12, 2023, from https://fullfocus.co/5-reasons-why-you-should-
Kouzes, J. M., & Posner, B. Z. (2021). Leadership Challenge, 6th Edition for Southern New
Hampshire University. Wiley Global Education US.
Samaras, H. (2020, September). The importance of being agile. Stanton Chase. Retrieved
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Student life articles. Purdue Global. (n.d.). Retrieved January 12, 2023, from