module 8 discussion MBA 530

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Southern New Hampshire University *

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MBA540

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Management

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Jan 9, 2024

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docx

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Now that we have established what needs to be addressed and made the adaptive toolkit, we need to address ways to get the leaders to buy in as well as the rest of the staff. We should communicate the new adaptive leadership toolkit by creating a focus group, including all staff, using all forms of communication in the company, and incorporating meetings. These ways of communicating and building support for the new changes are important to gaining enough support for the new program. Per John Potter in respect to establishing a program of change with effective communication: “They then find ways to communicate this information broadly and dramatically, especially with respect to crises, potential crises, or great opportunities that are very timely. This first step is essential because just getting a transformation program started requires the aggressive cooperation of many individuals. Without motivation, people will not help, and the effort goes nowhere (2007).” We need to establish a sense of urgency with the leadership and employees so they will buy into the idea. Creating a focus group or guiding group will bring together leaders and employees that agree with the movement together to help communicate the new vision throughout the company and promote motivation for the change program. The guiding group will also help show the others what needs to be done and encourage support for the new vision. Including everyone in the communication of the changes can improve cooperation with the adaptive leadership toolkit. One way to get leadership to buy in is to develop meetings, for example daily huddles and monthly meetings to discuss the changes and encourage participation. These things will create a more long-term communication strategy by gaining enough support for change and communicating openly with staff. Transformations are not able to be successful if we do not have enough people willing to help and sacrifice to make the changes needed. In more successful transformation efforts, executives use all existing communication channels to broadcast the vision (Potter, J., 2007). By using multiple communication channels, We can reach more employees and obtain a better following for the change. Effective internal communication may become the key to an increase in employee motivation and involvement, an increase in work efficiency, the success of implemented changes and in building a positive internal and external image of the organization (Purol, and Wosik, 2007; Armstrong, 2003). References: Kotter, J. P. (2007). Leading change: why transformation efforts fail. Harvard Business Review , 85 (1). Armstrong, M. (2003). Students as Clients: A Professional Services Model for Business Education. Academy of Management Learning and Education, 2, 4, 371-374 Purol, M., Wosik, D. (2007). Internal communication as a factor of quality improvement in higher education – case study. In K. Leja (Ed.), Management issues in knowledge based university (pp. 111-119). Gdańsk: Gdańsk University of Technology Reply 1:

Her response: Effective communication is essential to a successful project. It will help to make sure information is passed on correctly, goals are being met, everyone has what they need, and there is excitement and support for the project. Without effective communication, important information can be lost and progress can be delayed or even stopped. ( Communication Management , n. d.) It is vital that everyone involved in the project keeps the lines of communication open throughout the entire duration so the desired results can be achieved. To help gain buy-in for the adaptive leadership toolkit, it will be presented to the organization's leadership through a project kick- off meeting. The kick-off meeting will present the toolkit to everyone in the organization that holds a supervisory position. The main objectives of this meeting will be to introduce the toolkit, create excitement, get support, and explain why it was created and what we expect to accomplish with it. The kick-off meeting is intended to create a buzz and get everyone talking and asking questions. Following the kick-off meeting, there will be one-on-one meetings with our supervisors. The individual meetings will be used to explain each part of the toolkit, how it relates to the individual, what is expected of the individual, and answer any questions. To ensure this communication strategy is sustainable, we will have group meetings with our supervisors twice a month. These meetings will be a time to discuss any problems/concerns that have arisen, share success stories or give examples of differences that have been observed, offer suggestions for changes or improvements, and reinforce commitment to the project. We have to remain flexible for this project to succeed which means we have to be willing to make changes as often as needed and we have to be willing to listen to the people that are involved. We will also be sending out weekly emails to remind everyone that we're all in this together, offer words of encouragement, remind them to keep making strides to reach their goals, and make sure they know they can come to us at any time with questions or concerns.

Finally, we will send out monthly surveys to team members to get their feedback and see if we're getting the results we want or if we need to do things differently. Hello, your post is remarkably similar to how I feel things should be as well. I think a kickoff meeting or focus group is such an effective way to discuss the adaptive toolkit and gain support from leadership. This will also create a discussion and open communication about the company's changes and vision. A weekly newsletter to not only encourage people but I would suggest using it also as a place to acknowledge the employees for their hard work, to make it even more personal. We need to gain as much support as we can to make the change within the company we desire. When is the urgency rate high enough? From what I have seen, the answer is when about 75% of a company’s management is honestly convinced that business as usual is totally unacceptable (Kotter, J.P., 2007). I think keeping meetings regular is an effective way to maintain long-term success and open communication to promote growth throughout the company. Kotter, J. P. (2007). Leading change: why transformation efforts fail. Harvard Business Review , 85 (1). Reply 2:

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module 8 discussion MBA 530

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