A paper that articulates a well-defined communication strategy for implementing the adaptive leadership toolkit. Your submission should be an 8- to 10-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins.

Communication Strategy for the Adaptive Leadership Toolkit

  1. A paper that articulates a well-defined communication strategy for implementing the adaptive leadership toolkit. Your submission should be an 8- to 10-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins.
  2. Include your own personal development plan as an attachment. Your plan will be used as an exemplar for leaders across the organization.


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Competency In this project, you will demonstrate your mastery of the following competencies: • • • Craft a communication strategy for internal and external audiences Leverage internal and external intelligence to inform decision making Develop an adaptable leadership mindset and skill set Scenario The vice president of leadership and learning has shared your toolkit with the chief human resources officer (CHRO). The CHRO is impressed with the toolkit. She plans to roll it out to all people leaders in the organization—supervisors and above—and asks you to create a communication strategy for the rollout. The CHRO shared her vision with you, which consisted of the following key points she wants you to take into consideration when crafting the communication strategy: • • • • • Inform your audience of the who, what, when, where, why, and how. Ensure the new leadership development strategy moves from a lofty vision with idealistic targets to reality, with direct impact on and with our front-line supervisors, our “boots on the ground,” and managers up through the organization. Be clear when explaining WIIFM— “What’s in It for Me.” Define the timetable for the rollout and implementation. Ensure that the strategy defines what success looks like, with clear metrics and deliverables. Directions Construct an effective communication strategy that addresses all the deliverables the CHRO wants to achieve. The communication strategy will do the following: • • • • • • State the business problem that will be addressed in rolling out the new adaptive leadership toolkit. Explain why these specific leadership skills and behaviors are being targeted. Provide a summary analysis of the employee satisfaction survey, identifying strengths and weaknesses. Introduce the new adaptive leadership toolkit, including how it will be used and the value it provides. Utilize your own personal development plan as an example for others. Provide a strong conclusion that supports your thesis statement and goes beyond merely restating key points. Ensure all key points are addressed in a logical order by using the Five Ws and One H as an outline when developing the specific detail for each step of the communication strategy. Why: • Why was the adaptive leadership toolkit developed? Who: • Define who the audience, stakeholder(s), and owners are. What: • • • • What is the key message? What is the organizational goal? What is the personal goal? What types of communication media will be used? When: • What is the timeline for program implementation and achievement of program deliverables? Where: • Where is the adaptive leadership toolkit located? Where are supporting documents, such as the FAQ? How: • • • • How will we measure success? How will we track progress? How will we define important milestones? How will we communicate updates? How can employees provide feedback on any roadblocks, issues, or ideas for improvement? What to Submit To complete this project, you must submit the following: Communication Strategy for the Adaptive Leadership Toolkit 1. A paper that articulates a well-defined communication strategy for implementing the adaptive leadership toolkit. Your submission should be an 8- to 10-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. 2. Include your own personal development plan as an attachment. Your plan will be used as an exemplar for leaders across the organization. Project Rubric Criteria Business Objectives Exemplary (100%) Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Exceeds proficiency in an Rationale for exceptionally Leadership clear, Core insightful, Competencies sophisticated, or creative manner Summary Analysis Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner Exceeds proficiency in Introduction an of the exceptionally Adaptive clear, Leadership insightful, Toolkit sophisticated, or creative manner Needs Improvement (70%) Shows progress Provides a high- toward proficiency, level overview of but with errors or the business omissions; areas for objectives, with a improvement may brief description include providing a on how the description of how proposed the proposed communication communication strategy will strategy will address them address the objectives Shows progress toward proficiency, Explains relevance but with errors or and rationale for omissions; areas for multiple improvement may leadership core include explaining competencies why competencies included in the are critical to toolkit organization’s success Provides a Shows progress summary analysis toward proficiency, of the employee but with errors or satisfaction survey omissions; areas for in an easy-toimprovement may understand format; include strengths and highlighting areas for strengths and areas improvement are for improvement highlighted Shows progress Introduces the toward proficiency, adaptive but with errors or leadership toolkit, omissions; areas for explaining the improvement may reason for its include providing a creation, how it solid reason for the will be used, and toolkit or its value to explaining how the Proficient (90%) Not Evident (0%) Value Does not 10 attempt criterion Does not 20 attempt criterion Does not 15 attempt criterion Does not 20 attempt criterion Project Rubric Criteria Exemplary (100%) Exceeds proficiency in an Personal exceptionally Development clear, Plan insightful, sophisticated, or creative manner individuals and the organization Needs Improvement (70%) toolkit should be used Utilizes own personal development plan, with rationale provided for what is included, why, and how it will be achieved Shows progress toward proficiency, but with errors or omissions; areas for Does not 10 improvement may attempt criterion include providing a rationale for its contents Proficient (90%) Not Evident (0%) Value Shows progress toward proficiency, but with errors or omissions; areas for improvement may Does not Conclusion include providing a 10 attempt criterion full summary of all key points that explicitly support opening thesis statement Exceeds Clearly conveys Submission has Shows progress proficiency in meaning with critical errors in toward proficiency, an correct grammar, grammar, but with errors in exceptionally sentence structure, sentence Articulation of grammar, sentence clear, and spelling, structure, and 10 Response structure, and insightful, demonstrating an spelling, spelling, negatively sophisticated, understanding of preventing an impacting or creative audience and understanding readability manner purpose of ideas Uses citations Uses citations for for ideas Uses citations for Does not use ideas requiring Citations and requiring ideas requiring citations for attribution, with 5 Attributions attribution, attribution, with ideas requiring consistent minor with few or no major errors attribution errors minor errors Total: 100% Summarizes key Exceeds points in a wellproficiency in structured an conclusion to the exceptionally paper, going clear, beyond merely insightful, restating thesis sophisticated, statement, or creative bringing the paper manner to a solid close MBA 530 Module Eight Discussion Communication Strategy Outline Template Use this skeletal outline to capture the key points you want to include in your final project, a communication strategy paper. NOTE: This is a place to begin; please expand upon this as you reflect on what is most needed to communicate the rollout and implementation of the adaptive leadership toolkit. This activity will help you create a strategy for how to communicate and manage the change associated with the adaptive leadership toolkit. To use this template, replace the bracketed text with the relevant information. 1. How will you frame your purpose/mission statement? The mission statement will be framed in a way that encompasses all the critical aspects that will be accomplished in the project. Ideally, the purpose of the project will be covered and well captured in this mission statement. Equally, project objectives will be succinctly highlighted in the precise mission statement albeit in their short form (Arya et al., 2019). It, therefore, means that while the statement will undertake to clearly show the purpose and objectives of the project, this will be done in short form. 2. What business objectives are you meeting by implementing the toolkit? The business objectives met by the implementation of the toolkit, in this case, remain immense. First, it provides various opportunities such as offering a review of the products and services to enable them to meet the constantly changing market conditions achieved through teamwork (Arya et al., 2019). Second, it helps in the actual reduction of the projected operational costs within the specified timelines thus enhancing integrity. Third, communication plays a significant role in this process. It aids in the delivery of a responsive project and also making sustainable demands on the project. 3. Why have you targeted these specific leadership competencies? How are they relevant to the organization? Integrity improves the image of the project and allows for better utilization of the available resources. Instructively, since integrity involves doing the right thing even without necessarily being watched, it ensures that the project remains on course (Andriukaitienė et al., 2017). Teamwork is the other leadership competency sought in the project as it would allow every member of the team to play an active role in the project. The final competency is communication which allows for better delivery of information thus promoting efficacy. 4. How will the organization and its employees see the benefits of using the toolkit? Both the organization and the employees will see the benefit of the toolkit in various ways. First, the delivery of the objectives set in the planning stage will be realized through the concerted efforts brought through teamwork. Second, providing leadership through competencies such as integrity and honesty will promote a culture of truth in the project thus progress will be realized sooner than later (Arya et al., 2019). Third, effective communication channels will ensure that team members get acquainted with the necessary information making it easy to define roles and expectations. 5. When can they expect to see the benefits? Proper utilization and subsequent adherence to the competencies highlighted above will provide an opportunity to see the benefits within the specified timelines set at the planning stage or even earlier. 6. How will success be measured? Ideally, the success realized in this project will be measured by the ability to meet the set objectives and goals within the given timeframe. 7. How will updates be communicated to the employees? As already mentioned, communication will play a critical role and will shape the direction of the project. In this case, employees will be entitled to receive daily and weekly updates from various forms. First, departmental heads will communicate weekly through memos copied to all team members and responsible department heads for action (Arya et al., 2019). Second, emails will be sent to employees bearing communication of various aspects. Third, use of social media platforms will also be utilized. 8. How can employees provide feedback? The employees can provide feedback in numerous ways such as writing to the responsible department or through set meetings and during training. 9. What concrete steps will you take (see Kotter)? Other concrete steps necessary in this case as envisaged by Kotter (2012) will include leading the change by ensuring leaders involved in running this project lead from the front. Also, ensuring that project objectives are fully realized within specified timelines through teamwork and constant evaluation References Andriukaitienė, R., Voronkova, V., Kyvliuk, O., Maksimenyuk, M., & Sakun, A. (2017). Theoretical insights into expression of leadership competencies in the process of management. Problems and Perspectives in Management, (15, Iss. 1 (cont.)), 220226. Arya, V., Bellamy, R. K., Chen, P. Y., Dhurandhar, A., Hind, M., Hoffman, S. C., … & Zhang, Y. (2019). One explanation does not fit all: A toolkit and taxonomy of ai explainability techniques. arXiv preprint arXiv:1909.03012. Kotter, J. P. (2012). Leading change. Harvard business press. MBA 530 GROW Model Tamara King Due: Week 2 – 3/7/21 Identified Trends Based on your analysis of the survey data, identify areas that have significant changes over the years. 1. Client/Customer care 2. Reward & Recognition 3. Company & strategy 4. Job satisfaction Focus Areas List three to four areas where you will apply the GROW model to effect change in the organization. 1. Company strategy 2. Working conditions 3. Training and development 4. Reward and recognition Reality—Current State For each focus area, identify the current state in one or two sentences. 1. The company and strategy area shows that there is an average strife to care for customers and employees. 2. The job satisfaction area is currently below average. 3. The reward and recognition area is in a poor state because employees are not satisfied with how they are treated. 4. In training and development, there is need to improve on communication with employees. 5. The working conditions area is in an above average state. Desired Future State—Where Would You Like to Be? For each focus area, identify in one or two sentences where you want to be in two years. Consider the potential impact on survey results over time, the “why.” 1. Company and strategy: the company will strive to improve on making good use of employees’ skills to enable them feel valued. 2. Reward and recognition: This area will try to improve and reach the 50% mark. 3. Training and development: The Company will increase training opportunities for employees. 4. Working conditions: employees will be treated ethically and provided with a more conducive working environment. Identified Gaps—Obstacles For each focus area, identify one or more obstacles or gaps between the current state and the goal. Consider skill gaps, organizational culture, and resources among other things. 1. Company and strategy: A major obstacle in this area is lack of employee involvement in decision making. 2. Reward and recognition: Lack of a proper methodology to reward performers is an obstacle (Baker, 2019). The current state in this area is poor. 3. Training and development: Lack of proper communication regarding training is a barrier. 4. Working conditions: The major obstacle is trust issues. Many employees do not trust their supervisors (Baker, 2019). The Way Forward—Action For each focus area and related goal, identify one or more action steps that will close the gap between current state and desired state. Provide details on what the steps will entail and who will be involved, and provide a rationale. 1. Company and strategy: The gap can be closed through involving all employees in decision making (Passmore& Sinclair, 2020). 2. Reward and recognition: There should be a laid out procedure on how excellent performers are rewarded. 3. Training and development: the gap can be closed through creating training sessions for all work departments (Passmore& Sinclair, 2020). 4. Working conditions: Creating a good rapport between supervisors and employees is the solution to close the gap (Baker, 2019). Employee Survey Results Data Attach an Excel document that illustrates the data in a bar or line graph. EMPLOYEE SATISFACTION SURVEY RESULTS 80 70 60 50 40 30 20 10 0 Company and Startegy Reward and Recognition Training and Development 2021 2019 Graph 1.1: Employee Satisfaction Survey Results 2017 Working Conditions References Baker, T. (2019). Using GROW for a Better Coaching Conversation. In Bringing the Human Being Back to Work (pp. 71-78). Palgrave Macmillan, Cham. Passmore, J., & Sinclair, T. (2020). Behavioral Approach and the GROW Model. In Becoming a Coach (pp. 113-118). Springer, Cham. Running head: LEADERSHIP COMPETENCIES Discussion: Leadership Competencies Name Institutional Affiliation 1 LEADERSHIP COMPETENCIES 2 Discussion: Leadership Competencies Effective leadership competencies denote the skills and conduct that contribute to the organization’s superiors’ better and improved performance. One of the identified leadership competence that aligns with organizational improvement is empowerment, inclusiveness. Research shows that a constantly empowered team or employees are more productive and proactive. They provide better and quality customer service and demonstrate improved job satisfaction and commitment to their teams and organization. From the survey, leaders who actively engage their employees in developmental training and motivating programs and active listening exhibit high engagement levels within the organization. They inspire their employees to advance their skills and advance in their careers which is an effective strategy for growing the organization. Cleveland and Cleveland (2020) asserted that leaders could successfully set out their organization and employees towards long-term business success through practical empowerment competence. Demonstrating strong work-related ethics with improved social, emotional, and interpersonal skills is another form of leadership competence that boosts an organization’s success levels. An engaging leader who walks into his office every morning greeting his employees by name and recognition for a job well done effectively forms a connection that significantly improves the employees’ morale. It is the leader’s responsibility to motivate the employees to act fairly and maintain equity and transparency in all their business transactions. Research shows that a competent leader should ensure that the employees treat everyone with respect. They should also communicate effectively on the importance of being honest and accountable to improve safety and engagement within individuals involved in the organizational LEADERSHIP COMPETENCIES 3 operations. Rofiaty (2017) stated that active meeting of employees with the leaders creates better social connection and a sense of belonging that has an immense impact on every individual’s behavior and emotional conditions, hence improving their performance. LEADERSHIP COMPETENCIES 4 References Cleveland, S., & Cleveland, M. (2020). Leadership Competencies for Sustained Project Success. International Journal of Applied Management Theory and Research (IJAMTR), 2(1), 35-47. Rofiaty, R. (2017). The Influence of leadership competencies, organizational culture, employee motivation and performance (Studies in PDAM Malang, East Java, Indonesia). Australian Academy of Business and Economics Review, 3(4), 193-199. LEADERSHIP STYLES AND COMMUNICATION Leadership Styles and Communication Tamara King SNHU – MBA530 Week Two Module Two Journal 1 LEADERSHIP STYLES AND COMMUNICATION Leadership Styles and Communication Comparison between Transactional and Transformational Leadership Transactional and transformational leadership fundamentally remain quite different methods of leadership though they are necessary for enhancing the morale of members in any organization. First, while transactional leadership can generally be termed as responsive, transformational leadership on the other hand is predominantly proactive. Ideally, the function of the transactional form of leadership in any organization relates to working within the existing organizational culture to motivate the employees and mostly subordinates (Saravo et al., 2018). The general idea is to appeal to the self-interest of the subordinates and subsequently attain the or …
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