DISCUSSION
On completion of this review, you are to read the feedback given by
DISCUSSION
On completion of this review, you are to read the feedback given by your fellow classmates and make your final selection of leadership skills and behaviors.
Consider the following during the ongoing discussion:
Are you actively listening to the feedback from your peers, remaining open to modifying the leadership skills and behaviors you have identified based on their comments and input?
Compare and contrast skills and behaviors selected by your peers with those you have selected. As you review their rationale that justifies their selections, provide feedback to your peers on additional points they should consider.
Provide your rationale for keeping the skills and behaviors you have selected that your fellow peer(s) have not, explaining why you believe the competencies you have selected provide better opportunity for organizational improvement. If, however, you believe another learner’s skills and behavior selection is more viable then your own, then provide the rationale for changing your initial selection to one recommended by another learner.
Marshall post
The leadership skills and behaviors we aim to enhance are intricately linked to the engagement survey question, “I feel encouraged to come up with new and better ways of doing things.” This particular inquiry highlights the importance of fostering an environment where innovation and creativity are not only welcomed but actively encouraged. The “Challenge the Process” behavior is pivotal in this context, as it emphasizes the need for leaders to support and inspire their team members to think critically about existing workflows and to propose enhancements. By creating a culture that values input and experimentation, we can directly influence several key areas, including company and strategy, job satisfaction, training and development, and working conditions.
By focusing on improving the identified leadership skills and behaviors, we anticipate a positive shift in the results of the next employee engagement survey, particularly in the aforementioned areas. The implementation of the innovative idea I suggested regarding a group thinktank each week in the Personal Development Plan Template will serve as a practical tool to demonstrate to the team that management is genuinely invested in their growth and ideas. This initiative will not only foster trust between team members and management but also create a safe space for sharing new concepts and suggestions. Furthermore, it will contribute to strengthening the overall team spirit, as individuals feel more valued and engaged in the collective mission of the organization.
Larry post
There are two skills that I can work on. The first is the ability to imagine the future in more significant terms (Inspire a Shared Vision (KoUzES) | Leadership Challenge – Wiley Reader, n.d.). I am proficient in explaining the smaller operational goals. However, since I am not included with company-wide changes, it is difficult to convey that to others. I understand the vision and mission. But there is a disconnect. I feel that it can cause issues when finding relatable ways for employees to share the vision. Relating to the employee survey, the questions “I feel encouraged to come up with new and better ways of doing things” and “Provide employees with a sense of fulfillment and purpose in their job.” Employees can only effectively create new ways of doing things if they understand the big-picture goals and vision. Additionally, my lack of ability to relate personally with employees with a shared vision may lead to them never finding the purpose in their work.
The second skill I would work on is the frequency of engagement with employees. I do well with effective communication and engage frequently but temporarily. It is essential to build trust with employees so they feel comfortable speaking openly about their concerns or suggestions (Enable Others to Act (Kouzes) | Leadership Challenge – Wiley Reader, n.d.). There are many instances on the employee survey where employees do not feel heard. “My Supervisor lets me know where I stand and what is expected of me,” “My Supervisor talks with me to help me determine my training and development goals,” “Promotes an environment in which employees feel free to make suggestions and complaints,” “Provides an inclusive environment where each employee is considered as an individual,” “When I am having difficulty my Supervisor is there to support me so I do not feel abandoned,” and “My Supervisor gives me useful information on how I can improve my job performance.” All of the questions deal directly with the comfort level of communication with management.
DISCUSSION 2
Throughout the course, you created deliverables that were incorporated into an adaptive leadership toolkit submitted in Module Seven. You will recall this toolkit should help improve the skills and behaviors of the leaders within the organization, where you are a director of leadership and learning. Another important aspect in ensuring the toolkit effectiveness is how toolkit information is communicated to stakeholders throughout the organization. This discussion assignment is designed to encourage conversation and the sharing of ideas with your peers around organizational communication strategies related to the toolkit. This discussion with your peers will relate to the work for your final project that you will submit in Module Nine.
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-in?
How can you ensure this communication strategy is sustainable long-term, more than two years?