For your initial post, refer to your module resources that deal with communication and address the following questions:
• How should the adaptive leadership toolkit be communicated to the organization’s leadership to help gain buy-i?
• How can you ensure this communication strategy is sustainable long-term, more than two years?
When responding to the peers’ post below address the following:
• Share at least one suggestion for improvement to the communication methods proposed by your peers and explain why.
• Do the proposed methods of communication by your peer(s) allow for effective distribution of future updates to the adaptive leadership toolkit?
• Are there opportunities to ensure these methods are more sustainable long-term?
Hello class, At this point in the course, we have uncovered the importance of developing a comprehensive adaptive leadership toolkit. Conveying its value to the organization’s leadership is equally significant. While there are a variety of channels information can be distributed by, the adaptive leadership toolkit must be shared in a concise manner that allows for an open flow of communication. This is to ensure leaders understand its worth and can seek more information or return with questions for better understanding. The core emphasis should concentrate on the benefits of the toolkit and how they can align our current and future behaviors with our shared visions, goals, and beliefs for sustained success. Internal communication is a key process in which the adaptive leadership toolkit can be communicated to leadership to help gain buy-in. Not only does it deliver the necessary information to the internal team, but the communication process itself also contributes to the organization’s overall health. This is described in “The Importance of Internal Communication for Management of an Organization” when stated that, “The role of internal communication is therefore not only to pass information, but also to build a system of values, creating an ideology of changes which motivate and educate employees” (Jakubiec, 2019, p.2). While there would likely be multiple opportunities to discuss the toolkit, the initial conversation should be done in person to maximize leadership engagement. Feedback is also an important factor to consider when aiming to gain buy-in. To ensure that the full benefits of utilizing the toolkit are realized by leaders, there must be an opportunity for them to share their thoughts/concerns. “Convergence towards mutual understanding and shared meaning in organizations is directly related to the degree to which feedback is put to effective use” (Jakubiec, 2019, p.5). Another factor to consider is the actual delivery of the adaptive leadership toolkit. To gain long-term support from leadership, there needs to be a strong system of support in place. Again, meeting in person (an all-hands style) would be most beneficial as it physically demonstrates the collaborative approach to undertaking a new project and emphasizes the sense of community needed to tackle this new challenge. The entire toolkit process should be discussed with emphasis on the importance of all roles to make it a success within the organization. This helps to eliminate confusion, reduce concerns, and encourage ownership of the process. It also makes it known that all parties are emotionally committed, they are there to provide support when needed, and the shared goals hold value for everyone involved (Kouzes & Posner, 2021) Additionally, it works to build trust not only in the process but also in the organization collectively as the focus shifts to working together to make a difference based on shared values and beliefs. To ensure this communication strategy is successful long-term there needs to be routine attention brought to the subject. All-hands meetings should be scheduled to reflect on current progress and conversations should be had to discuss past challenges faced and strategies to combat future issues. There also should be routine discussions focused on upcoming organizational goals and how the adaptive leadership toolkits can be amended to help leaders properly meet the defined goals. Because human behavior and skills are constantly changing, the toolkits must become a constant part of that fluid process where current strengths are recognized and weaknesses are addressed. Only when this becomes a consistent pattern will there be prolonged success through modified behaviors. Jakubiec, M. (2019). The Importance of Internal Communication for Management of an Organisation. Scientific Papers of Silesian University of Technology. Organization & Management / Zeszyty Naukowe Politechniki Slaskiej. Seria Organizacji i Zarzadzanie, 134, 47–62. https://doi-org.ezproxy.snhu.edu/10.29119/1641-3466.2019.134.4 Kouzes, James, M. and Barry Z. Posner. Leadership Challenge, 6th Edition for Southern New Hampshire University. Available from: WileyPLUS, Wiley Global Education US, 2021