Supportive Communication
First, I would like to acknowledge the email letter from the CEO was direct, clear, and definite. The letter expressed the CEO's perception of the issue, disappointment in the current management, and expectations. There are a number of ways to communicate these depending on the leadership style, however, the question I would raise is if this approach was effective across the '400 managers' domain.
Managers who truly care about their job, will see this letter as an opportunity to challenge themselves to create a better working environment for all employees and managers alike, all the while satisfying, if not exceeding, the boss' expectations. As one of the 400 managers, I would immediately call for a 'meeting of the minds' with all management peers in order to agree on the perceived problem set, and create a list, or outline of the steps and considerations to be taken for application over the next 30 days in the work place. During this process, the eight attributes of Supportive Communication (Whetton & Cameron, 2016) would be utilized. The next day, all employees would receive a detailed email letter honestly and diplomatically stating the concerns, their effects, the new expectations, and final objectives. This email would be followed up with an 'All Hands', face-to-face meeting with their respective department managers to personally deliver the message during a two-way discussion forum.
The discussion forum would be critical, as it will be up to the individual managers to ensure the proper message is effectively reaching all the employees in such a way their response is aligned with the CEO's objectives, all the while allowing the employees to be part of the process. For the next 30 days, the eight attributes would be used over the next four weeks covering down on the changes to come, following an email recapping the previous week's discussion.
Week one: managers would humbly share their concerns, and state the problem clearly and honestly, using facial gestures and body language to match the tone of voice and its fluctuations; this should covey a clear and firm, yet caring and hopeful disposition. We want to motivate and inspire, not emotionally beat down our employees. In conclusion, provide a way-ahead that all can understand and accept. These solutions need to be fair, with changes not too overwhelming. Discussions around the concept of arriving at work no later than 0800 would be had with an open mind to new ideas and reasons for them.
Week two: discussions revolving around the problems that surround leaving work before 5pm are had. This discussion will allow for idea sharing and corroboration. Exploring ideas that would promulgate a greater drive, or motivation to want to accomplish more, requiring more time at the office. However, a clear understanding of what daily and weekly tasks that need to be completed may allow for early dismissal if met.
Week three: week one and week two are recapped and restating the outcome of each meeting while opening discussions on what the employees think how management can assist in the changes to come. Reflecting on the ideas of the employees, management should provide a clear perspective from management point of view allowing employees to also see how management looks at things. Management also seriously considers suggestions by the employees, offering cause and effect scenarios for employees to hear. This allows the employees to perceive their ideas in a new light. Providing specific examples instead of general ones allows for a real world example to be envisioned.
Week four: management goes over weeks one through three, covering all the positive aspects to the discussions and conclusions. This week is very important as it ties in all the discussion points from all four weeks resulting in meeting, if not exceeding, the CEO's expectations. This week, management will provide the employees an opportunity to share what positive changes have they made for themselves and the company. Management will exercise Supportive listening in order to provide reflective responses to the employees. In turn, management will take ownership of the issues in the way things were getting/not getting done, showing the employees that humility and honesty are traits that need transparency if there is going to be a productive discussion in making change (Whetton & Cameron, 2016).
References:
Whetten, D.A. & Cameron, K.S. (2016). Developing management skills. Pearson Education, Inc., 9th Edition.
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