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. c
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.
