Assignment:
A Series of Case Studies Regarding Effective Leadership Communication
PART A:
Case Study -- The Disengaged Worker
When working with a group of employees, often the challenge for the Manager is ensuring the key messages are getting through to everyone. In larger groups it's not always easy keeping everyone engaged, and all too often, one or two of the workers are simply not paying attention. As a leader, how do you know they paid attention to anything you have said or instructed? How do you engage your employees and keep them engaged?
1. When addressing a group of employees, what are some of the physical indicators that tell you whether or not a group is no longer attentive? Be specific.
2. What can you do when you notice the employees' attention span is waning? Include details/examples.
3. List several reasons why employees may not be engaged in what you are saying. Explain why.
4. As a leader, list the different methods you can use to facilitate a successful group meeting or session. Why these methods?
5. In communicating with your employees, what are the main differences between a training session and a lecture?
6. What is the KEY takeaway you have learned from this case study?
Case Study -- Training Planning
Larry, a high school kid looking for a summer job, was hired as a cook at a large hotel's restaurant. Larry had no experience working in kitchens, but the supervisor who hired him, explained that it wasn't necessary, because they would train him. Larry completed the employment paperwork with the HR department.
On Larry's first day, he was paired with a Senior Line Cook by the name of Tyler. Tyler wasn't especially thrilled with the idea of having to train a new guy on the busiest night of the week, and expressed his concerns to the manager. "You're our most senior employee, so that makes you the most qualified person to do the training." A frustrated Tyler didn't say much after that - and aside from giving Larry a nod of acknowledgement, his only words to him were "watch, and stay out of my way."
By the time the main dinner rush hit, the entire kitchen line was bustling with activity and Tyler was doing his best to call orders, time out bills, and cook all at the same time. As more and more orders came in, the stress level in the kitchen increased dramatically. It was at this point that Tyler turned to Larry and barked, "I need you to run to the fridge and get me more hamburger meat!" Afraid to ask any questions, Larry quickly turned to look for the fridge, and as instructed, "ran" through the kitchen line to get more meat. A cook, unaware that Larry was coming through, turned to put up a dish, and collided with Larry. He never heard him coming.
1. Identify and list all the things that went wrong on Larry's first day. What was HR's role in any of this? Did HR have a role?
2. In general, as an HR Manager, when selecting an employee to do training, how much does seniority factor in your decision. Explain why.
3. If an employee is good at their job, does that automatically make them a good trainer? Why or why not?
4. Come up with 5 top character traits you would look for in a qualified trainer and explain why those traits.
5. What is the KEY takeaway you have learned from this case study?
Case Study-- Engaging Senior Management
Without clear communication from the leader, all the company's policies & procedures are just words on paper. Unfortunately, not everyone feels the same way. Some leaders feel that communication can be left to others, can be shared only with key stakeholders (not those who are secondary), will only be done on an as needed basis, and in many cases, will only be done because they have to do it. How often have you heard the phrase, "We just don't have time to do it"? Getting everyone to consistently communicate effectively with all employees can sometimes feel daunting, and getting all the managers engaged is not always easy.
1. Discuss the different methods you could use in engaging management towards stronger overall communication, and share your top 3-5 strategies. Explain why those strategies.
2. In what ways should Senior Management be involved in your HR communication programs/policies?
3. What are the benefits of having Senior Management involved in the overall communication strategies of the company? Explain why the benefits.
4. If Senior Management thinks effective communication with all stakeholders is a waste of time, what key points could you present to convince them otherwise?
5. What is the KEY takeaway you have learned from this case study?
PART B:
Situational Leadership Communication Case Studies - Determine what action you think would be most appropriate and rank your answers 1-4 with 1 being most appropriate and 4 being least appropriate. Explain why you ranked your number 1 choice as best and number 4 choice as worst.
1. You are the HR Manager for your company and have been assigned responsibility to design and implement a new initiative. You hired a Project Team that is eager to begin work with you in developing and implementing the new initiative. You have scheduled a series of planning meetings with your Team. At these first meeting of the Team, YOU WOULD...
a) Make sure that you define the responsibilities of the team, present an overview of the design process you are going to use, direct the work of the team in developing the new project, and closely monitor progress in implementing the project.
b) Direct the work of the team in designing and implementing the new project and encourage team members to work together by recommending ideas, making decisions on the final design, and implementing the project.
c) Facilitate the work of the team by encouraging cooperation and involvement of all team members as they design and implement the new project.
d) Allow the team to design and implement the project on their own with your support and with the resources that you have given them.
2. Your department's employees have been working well together over the past year to implement plans and projects with your input and facilitation. As the new year begins a number of new tasks/responsibilities have been introduced and several new members are being added to your department who do not have previous experience. YOU WOULD...
a) Use several department meetings to direct the work of the team while teaching the new members about the department's work and their new role. Then work to closely monitor the performance of the entire team as they move forward.
b) Guide the entire department in creating new plans and projects, incorporate the ideas and suggestions of all team members, encourage effective teamwork, and take time to introduce the new team members.
c) Welcome the new employees to the department, put them with other employees who can help them learn and ramp up, while you facilitate team development and teamwork.
d) Ask if there is anything you can do to help the new employees and support their excitement about being new employees.
3. As HR Manager you have worked closely with one of your teams for several years. Their work is excellent and the team gets along well together. Recognizing their abilities, you feel they can now work more on their own. You have begun this year to redirect your energies to other teams in the HR department, and they have continued to work effectively. You must now ask them to accept additional tasks and responsibilities. YOU WOULD...
a) Assign them the new responsibilities, make sure they know what to do, and supervise them closely.
b) Give them the new responsibilities. Tell them that you are pleased with their past performance and that you are sure they will do well with these new responsibilities. Facilitate the team's meetings.
c) Make sure they know what you want them to do, but incorporate any helpful suggestions they may have.
d) Let them determine how to complete the new responsibility and be available to support them and provide the information and resources that will be needed.
4. You have just been appointed HR Manager. One of the department teams that you are about to lead has worked together for several months. You have found that the team is beginning to perform effectively on the tasks assigned to them but is somewhat overwhelmed by the tasks and demands of working together as a team. You are unsure about how you fit into the group and what your role should be. YOU WOULD...
a) Assume the leadership of the team, direct the design and implementation of its tasks, and closely monitor their performance.
b) Facilitate the planning and implementation of the team's work and develop the ability of team members to work together.
c) Do what you can to make the team feel important and involved, and support their continued work.
d) Attend the team meetings, but let the team continue to work as it has in the past year.