What specifically did you find useful in the outline?

In your responses to other learners, be specific in providing information about the outline they submitted, including the following:

  • What specifically did you find useful in the outline?
  • How was the outline organized? Was it done in a professional manner?
  • Did the outline address all the sections? If not, what was missing?
  • Would the outline be clear to someone seeing it for the first time? Identify the sections that were not clear.
  • What are your recommendations for next steps?

 

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Week 8 Responses to Outline In your responses to other learners, be specific in providing information about the outline they submitted, including the following: • • • • • What specifically did you find useful in the outline? How was the outline organized? Was it done in a professional manner? Did the outline address all the sections? If not, what was missing? Would the outline be clear to someone seeing it for the first time? Identify the sections that were not clear. What are your recommendations for next steps? Respond to Annie Shrestha posted Apr 15, 2021 5:46 PM This page automatically marks posts as read as you scroll. Adjust automatic marking as read setting 1. How will you frame your purpose/mission statement? Providing quality leadership throughout the company by enhancing the required competencies of the leaders for the overall long-term success of the organization. 2. What business objectives are you meeting by implementing the toolkit? The objectives of implementing the toolkit in the organization are to improve the culture, move from hierarchical to vertical communications, retain the employees, and provide effective leadership. 3. Why have you targeted these specific leadership competencies? How are they relevant to the organization? The leadership competencies I chose are relating, authenticity, and system awareness. I chose these because the survey clearly shows the lack of relationship between the employees and leaders, and the leaders are not ready for the VUCA world. The new generation workforce is not those who follow orders but are involved in the order. All questions that contained the word “supervisor” scored lower than the average. Also, the leaders have a more reactive leadership style than a creative leadership style. 4. How will the organization and its employees see the benefits of using the toolkit? Both organization and the employees will see a changed effective leadership for their success. Employees will find the leaders are open mind. Leaders are open to listening as well. Hence, employees need not fear giving opinions and feedbacks. The company will benefit by getting strong work culture. 5. When can they expect to see the benefits? Some competencies suggested can be practiced right away by just being mindful. Other competencies require training and practice. We can see the change in the next six months if the leaders get the necessary support immediately. 6. How will success be measured? Feedbacks from the employees and the customers can help us measure the success rate. We can measure it by the success(promotion/transfer) of people within the organization. 7. How will updates be communicated to the employees? We can set a company group meeting to make it personal. Also, reiterate the meeting information by sending a personalized email from the President. We can also communicate using the newsletter. 8. How can employees provide feedback? Employees can provide feedback either face to face with higher-up people, anonymously put it in the suggestion box, and we can create an email address where they can send their thoughts. 9. What concrete steps will you take (see Kotter)? Create a sense of urgency: Show the results of the survey to the leaders of the organization. Make the leaders aware of the VUCA world and the need for change to exists long-term in this world. Form a powerful coalition: We are trying to bring this change to form a coalition with the employees. To do that, we need leaders to advance. We will provide mentors and coaches to leaders to achieve. We will provide training and seminars to produce creative leaders. Create a vision for change: Develop effective leadership throughout the organization. Improve the relationship between leaders and employees for ideas and feedback. Communicate the vision: Set a town hall meeting to announce the change that will be happening. Update the company with steps taken and change results timely fashion. Invite employees with their suggestions and inputs. Remove obstacles: It can be letting go of managers who are unwilling to come on board with the change and remove bottlenecks that are in the company. Create short term wins: It could be small as giving few hours added to their PTO, gift vouchers for meeting the goal and announcing in the newsletter. Build on the change: We set a benchmark to reach before we award the wins. After the wins, we can talk to the leaders about their personal experiences during the change and their feedback on how they can keep going. Anchor the changes in corporate culture: After taking the feedback, write it in the logbook to include it in the future. We want effective leadership to be the culture after the change implementation. When we hire new leaders, creative leadership is a benchmark. Other Notes/References Lucidchart (2021). How to Implement Change with Kotter’s 8-Step Change Model. Retrieved from https://www.lucidchart.com/blog/kotters-8-step-changemodel#:~:text=%20A%20look%20at%20the%20Kotter%20Change%20Model,a%20vision%20for%20how %20things%20could…%20More%20 Respond to Sylviane Alexion posted Apr 15, 2021 11:43 AM 1. How will you frame your purpose/mission statement? The mission is to help the company perform at its optimal level. To do this, all employees need to be working at their full potential. Currently, they are not because they feel disconnected from leadership and that management is not invested in their professional growth. The goal is to improve the overall employee satisfaction by incorporating the Caring Connection and Mentoring and Developing competencies in the workplace. 2. What business objectives are you meeting by implementing the toolkit? The objective is to improve overall employee job satisfaction by making employees feel they are valued by leadership and that leadership is invested in their professional development. 3. Why have you targeted these specific leadership competencies? How are they relevant to the organization? The survey statement that yielded the lowest score was “I trust my supervisor”. Harvard Business Review’s 10-year study on leadership revealed the most successful executives form deep, trusting relationships. This is accomplished by reaching beyond superficial transactions (Carucci, 2016). If people distrust management, they are more likely to leave the company. The second lowest survey score was for the statement “My Supervisor talks with me to help me determine my training and development goals.” Employees do not feel supported to utilize their skills to their full potential or to learn new abilities. If people feel pigeonholed in their current roles, they are more likely to seek opportunities elsewhere (Hymowitz, 2005). 4. How will the organization and its employees see the benefits of using the toolkit? Employees should feel they are a company priority. They should be able to approach their supervisors with any news knowing they will be listened to and supported. Supervisors should utilize their emotional intelligence to assess their employees’ feelings and address issues before they become problems that impair team performance. Employees should regularly meet with their supervisors to assess current performance, discuss career aspirations, and set goals for professional progress. Employees should feel encouraged to revamp existing processes and explore new opportunities within the company. Supervisors should recommend certifications, classes, and stretch assignments to their direct reports depending on career aspirations. If employees feel valued and that leadership is directly involved with their professional growth, they will be more likely to remain with the company. 5. When can they expect to see the benefits? It takes time to rework corporate culture. All affected persons should give the implemented changes at least one year before they expect to see results. 6. How will success be measured? After one year, the same employee satisfaction survey should be administered to the employees. Leadership should pay close attention to the scores of questions about the relationship between staff and supervisors and questions about the fostering of professional development. The goal is to achieve at least a 10% increase in scores for these questions. 7. How will updates be communicated to the employees? Updates should be communicated to the employees in person. Each supervisor should schedule a meeting with all direct reports simultaneous to deliver the news and allow their staff to share their thoughts. 8. How can employees provide feedback? Employees should be able to provide feedback during their weekly, one-on-one touch base meetings with their supervisors. The company should also establish an anonymous suggestion box for staff who are not comfortable directly expressing feedback to their managers. 9. What concrete steps will you take (see Kotter)? 1. Create a sense of urgency by sharing the results of the employee satisfaction survey in one company-wide meeting and stressing the need for change. 2. Build a guiding coalition by establishing a small group of individuals responsible for changing the corporate culture. Ask for volunteers so the most passionate people will serve in these roles. 3. Focus on a few important areas that received low survey scores, such as trust and professional development. Clearly state the desire to make behavioral changes to address those issues. 4. Encourage everyone to “buy-in” by explaining what the company could achieve if everyone is performing at an optimal level. Give everyone a company-wide goal to work towards to make them feel part of one team. 5. Remove barriers by encouraging an “open door” policy. If someone has something to say, he or she should be able to discuss the matter with the person of choice, no matter the level. Also establish an anonymous suggestion box that the guiding coalition reviews on a weekly basis so people who wish to conceal their identity can still have input. 6. Generate short-term wins by encouraging friendly competition among teams. For example, the first competition could be seeing which team can log three goals per staff first. A future competition could be seeing which team completes the highest percentage of their established goals within the timeframe of one year. 7. Sustain acceleration by providing company-wide updates on a monthly basis. Recognize employees for achieving goals. Recognize teams that won friendly competitions. Continue to stress the importance of maintaining momentum to improve the corporate culture. 8. Continue to monitor progress and firmly address any old habits that continue to resurface. Stress there is no formal end to the mission to improve corporate culture as it is an ongoing process. Other Notes/References Carucci, R. (2016, January 19). A 10-year study reveals what great executives know and do. Retrieved March 14, 2021, from https://hbr.org/2016/01/a-10-year-study-reveals-whatgreat-executives-know-and-do Hymowitz, C. (2005, May 24). Bosses who pigeonhole workers waste talent, contribute to turnover. Retrieved March 15, 2021, from https://www.wsj.com/articles/SB111688945561441129 …
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