Leadership
Any time the military or an organization makes a major change, whether it's a new customer service plan, restructuring, downsizing, or in the case of this paper a new leader, it's the job of the leadership and management teams to communicate the new change effectively. "An organization will take on the personality of its top leader" (Phillips, pp 63-4). This famous quote by Abraham Lincoln is as true and accurate in today's organizations as it was over a hundred years ago. The leadership team must enlist the support and cooperation of the employees during these times. If senior leadership does not, both the policies and leadership styles that come with a new leader will inevitably create more turmoil than progress. In this paper the author will discuss and analyze how the entire leadership team (new leaders, senior leaders and middle management) should effectively communicate to the work staff when a new leader takes charge of an organization. The first actions take place before the new leader's first day. There is always a planning phase where senior management starts to target first line supervisors. This planning phase allows senior leaders the ability to communicate change directly. The planning phase is not self-pr
be the ones programming the robots and providing quality control on the line. In actuality they showed how more workers were going to have to be employed for this particular project. Strategic managerial communication necessitates listening to messages that are not always obvious at first (Smeltzer, pp 60). es. A panic shot through the career field and within its first year of implementation the force retention rate fell by over sixty five percent. This antidote clearly shows how the Air Forces lack of communication caused one of the largest career field retention problems in recent Air Force History (Airman pp 43). e stories should be short in nature, gender neutral and should avoid degrading others. People think in pictures, not in words, therefore; your stories help people relate to your message. No matter how senior leadership tries to keep the secret of the up-coming change, information is always unknowingly leaked in one method or another. Understanding how the grapevine works is very important for both senior and middle management. Informal communication is where a majority of information is passed from co-worker to co-worker through a term known as the "grapevine". Research indicates information transmitted through the grapevine is approximately seventy percent accurate; in some organizations as high as ninety percent (Smeltzer, pp 235). The grapevine can be both a positive and negative beast. Rumors are created when there is ambiguity multiplied by the interest in the up-coming change. As rumors proceed from worker to worker the information will under go a change. First, the data will lose its details, which simplifies the information. Second, the information is dramatized and made grander usually about its level. Third and last, workers will tend to per! The new leader should use a standard communication process. First, they should pull information that is needed to explain their direction for the organization future. Second, by forming this information in their mind, they will be able to effectively transmit it to employees through a wide range of communication mediums. How the various employees view this first message will depend greatly on how they interpret the new leader's connotation. For example a meeting can allow for two-way communication through which feedback can be exchanged to achieve clarification and agreement. For the best communication results, one should use a face-to-face style, which helps avoid confusion. Unfortunately, this is not always practical or feasible. For example, the United States Air Force has over seven hundred thousand employees or members in one of four areas: active duty, civilian, guard and reserve. With such a vast work force the Air Force leadership must use a wide range of infor! Most leaders understand that people, for the most part, hate any form of drastic change in their work environment. Unless an organization is in desperate need of some internal restructuring, a new leader should hold off any major policy changes until she is more knowledgeable of the organization and the organization is used to the new leader. In 1997 the United States Air Forces' Security Police (SP) career field went through two dramatic changes soon after a new brigadier general took control of the forty thousand plus person career field. First, the name was changed from Security Police to Security Forces (SF). The SP field was made up of two branches. The first and largest branch was Security. They were in cha
Some common words found in the essay are:
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Approximate Word count = 2370
Approximate Pages = 9 (250 words per page double spaced)
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